Lean Project Management PDF

Lean and projectmanagement Lean management Wat is lean? De 5 lean principes - Iden ﬁceer waarde - Teken de waardenstroom - Creëer ﬂow - Realiseer pull-produc e - Streef naar perfec e Lean waarde voor alle stakeholders creëren terwijl verspilling wordt tegengegaan Klantentevredenheid belangrijk! Waarde: - Tevredenheid van stakeholders - Muri (overburden)> mura(waste) > muda(un-evenness) Waardenstroom: - Current state value stream bekijken  goed nadenken  verbeteren  = future state value stream Flow: - Labelen - Plaatsen aﬂijnen voor bv container Pull-prodcu e: - De marktvraag stuurt de lijn aan - Produc e op vraag van wat er gevraagd wordt - = tegengestelde van push-prodcu e Perfec e: - Strategieën toepassen om perfec e na te gaan 5S-methode - Scheiden - Schikken - Schoonmaken - Standaardiseren - S muleren en in stand houden Methode om stap voor stap een werkplek te reorganiseren waardoor ze veiliger en eﬃciënter wordt. Scheiden: - Stel orde op zaken, bepaal wat absoluut nodig is op de werkpost, behoud enkel wat noodzakelijk is en verwijder de rest. - Red tag area: verwijderde zaken labelen met een red tag en loggen. Op 1 plek ze en zodat ze nog gebruikt kunnen worden voor andere werkposten. Schikken: - Zet wat overblij op orde. Organiseer de werkplek waarbij visueel werken centraal staat. Maak visuele controles mogelijk. - Iden ﬁceer gerief - Geef ze een vast plaats - Ontbrekend gereedschap moet aangevuld worden Schoonmaken: - Reinig de hele werkplek! De werkpost moet zuiver blijven. Standaardiseren: - De gebruikte werkmethode bestuderen en documenteren (foto’s,…) - 3 eerste S’en vermelden  wordt rou ne In stand houden: - Ontwikkel de betrokkenheid en de discipline om deze prak jken in stand te houden. - Audits uitvoeren Nut van 5S: - Verhoogde produc viteit - Verhoogde veiligheid - Lagere voorraadkosten - Lagere overheadkost - Posi ever beeld van bedrijf - Gemakkelijker om bedrijf en product te promoten Voorwaarden voor implementa e: - Baas moet erachter staan, hij beslist uiteindelijk - 5S infosessies geven,… - Stop niet na 5de stap!  bv. cost reduc on, zero defects,… Standardised work Standardised work houdt in: - Speciﬁeke volgorde van taken/ac es - Takt me - Gestandaardiseerde hoeveelheid work-in-process Argumenten voor standaardisering: - Levert voorspelbare en constante resultaten - Belangrijk om procesverbeteringen te kunnen vaststellen - Zorgt voor consistente produc ekwaliteit - Levert een doordachte veilige werkmethode en het is de vertrekbasis voor verbeterac es - Problem solving wordt makkelijker - Excellent trainingsmateriaal voor nieuwe werknemers Operator Instruc on Sheet (OIS)  zie ppt - Een Operator Instruc on Sheet is een gedetailleerd document dat stapsgewijze instruc es bevat voor een operator om een speciﬁeke taak of reeks taken uit te voeren. Work Element Sheet (WES)  zie ppt - Een Work Element Sheet is een document dat de verschillende elementen van een taak of werksta on opsplitst in afzonderlijke, meetbare stappen of werkstukken. Work Balance Bord (WBB)  zie ppt Work Analysis Sheet (WAS)  zie ppt Spaghe diagram Principes van bewegingseconomie: - Schakel het menselijk lichaam in zoals het best func oneert: o Symmetrische bewegingen, geen discon nue bewegingen,… - Schik de werkomgeving zodanig in dat zij de werkpresta es bevordert: o Materialen zo dicht mogelijk, op male opeenvolging van bewegingen, ergonomische werkplek, alles een vaste plaats geven,… - Gebruik hulpmiddelen die de menselijke fysieke inspanning beperkt: o Bankschroeven, mechanische hulpmiddelen (katrollen,..), zwaartekracht is een gra s kracht (karakuri kaizen),… JIT/kanban, one piece ﬂow, heijunka Push produc e: - Bij push produc e wordt de produc e gestuurd door voorspellingen en plannen. Bedrijven produceren goederen op basis van verwachte vraag en slaan deze op in voorraad. Pull produc e: - Bij pull produc e wordt de produc e bepaald door de daadwerkelijke vraag van de klant. Er wordt alleen geproduceerd als er een bestelling is. JIT(Just In Time)/Kanban: - = kaart - Produc ekaarten: circuleren in het uitgaand voorraadpunt van elk leverend werkcentrum - Transportkaarten: circuleren tussen het uitgaand voorraadpunt van elk leverend werkcentrum en het inkomend voorrandpunt van het afnemend werkcentrum Kanban regels: - Alle eenheden van een speciﬁek voorraaditem moeten opgeslagen worden in een standaard- container - #containers = #kanbans - Elk volle container bevat een welbepaalde hoeveelheid vermeld op de bijhorende kanban - Vrije transportkaart = lege container wordt getransporteerd - Vrije produc ekaart = laat aan werknemers toe om items voor een volgende container te produceren Hoe werkt kanban? - Één stroomafwaarts gelegen centrum  zie ppt - Meerdere stroomopwaarts gelegen centrum  zie ppt - Meerdere achterliggende werkcentra  zie ppt One piece flow Wat is ﬂow produc e? - Speciﬁceer de waarde vanuit het standpunt van de klant - Iden ﬁceer de waardestroom - Stel de waardestroom op - Introduceer pull - Ga voor perfec e Wat is one piece ﬂow? Van tradi onele opstapeling en wach jd  ideaal stadium van eﬃciën e Push of planproduc e: stukken worden voortgeduwd  Verbind de processen en introduceer pull o Supermarkt pull: stukken worden niet in volgorde voortgetrokken  Trek de stukken voort in volgorde o Opeenvolgende pull: stukken worden voortgetrokken in volgorde  Produceer en trek de stukken in volgorde o FIFO (First In First Out) opeenvolgende ﬂow: stukken worden in volgorde voortgetrokken met een gelimiteerde FIFO buﬀer  Reduceer FIFO buﬀergroo e naar één stuk: o One piece ﬂow: stukken worden in volgorde voortgetrokken met een buﬀer van één stuk Regels voor one piece ﬂow - Regel 1: Baseer de minimale produc e jd op de marktbehoe en - Regel 2: Baseer het capaciteitsgebruik van de machines op de maximale produc e jd - Regel 3: Neem tempo van de produc e = tempo van de assemblage - Regel 4: De fabrieksindeling moet gericht zijn op one piece produc e - Regel 5: De goederen moeten gericht zijn op one piece produc e Hoe one piece ﬂow bereiken? - Schaf planninggecentreerde produc e af - Verlaat de gedachte dat batchproduc e de meest eﬃciënte produc emethode is - Verlaat het idee van geautoma seerde magazijnen - Verlaat het idee van horizontale lay-out - Ontwikkel nieuwe methodes voor kwaliteitscontrole Heijunka Heijunka is een concept uit de Lean Manufacturing en de Toyota Produc on System (TPS) dat zich richt op het nivelleren of egaliseren van produc e om een gestage en evenwich ge produc e te bereiken. Het doel van Heijunka is om ﬂuctua es in produc evolumes en productvariëteiten te minimaliseren, waardoor ineﬃciën es en verspilling worden verminderd. Dit wordt bereikt door produc e gelijkma g over een bepaalde periode te verdelen + zie ppt Poka yoke Wat is poke yoke? - = vermijd (yokeru) onbedoelde fouten (poka) - Het is een methode die gebruik maakt van systemen die fouten ontdekken en zelfs kunnen voorkomen of duidelijk maken in één oogopslag. - Doelen: geen defecten + minder verspilling o Aanvaard geen defect van de leverancier o Creëer zelf geen defect o Geef geen defect door aan de klanten Menselijk falen Fouten vs defecten: - Defect product - Fouten veroorzaakt door mens Oorzaken van menselijk falen: - Overmoed, gebrek aan training, fysieke zwakte, niet nadenken, stress, spelen, te snel willen zijn,… - Verschillende types menselijke fouten hebben nood aan verschillende ac es! (+ppt dia 22) Aanbevelingen bij het invoeren van error-prooﬁng ( = poka yoke) - Het resultaat van het proces moet op voorhand gekend zijn om een vergelijkingsbasis te hebben - Het proces moet stabiel zijn - Voldoende jd zijn tussen fout en defect om een poka yoke de kans de geven om in te grijpen. - Prioriteit moet gegeven worden aan: o Situa es die veel kennis, vaardigheden en a tudes vergen van de operator o Taken die veel training vergen o Processen waar hogere kosten meer gepaard gaan o Taken waarbij men vaak gestoord of onderbroken wordt o Processen die een gekende mix van producten verwerken o Situa es waarbij op een moment meerdere processen kunnen starten o Plaatsen in het proces waar de operator moet kiezen uit gelijkende onderdelen, gereedschappen, bedieningsfunc es,… o Plaatsen in het proces waar de operator onderdelen moet oriënteren o Plaatsen in het proces waar procesinstellingen of procesbijregelingen moeten gebeuren Belang van foutpreventie Defecten zijn een probleem - Kosten veel geld, jd - Schaden imago, … Voordelen van een poka yoke: Het gebruik van poka yoke leidt tot: - Hogere produc viteit - Veiligere werkomgeving - Trouwere klanten - Kortere lever jden - Lagere kosten - Hogere output kwaliteit Laatste drie zorgen voor een grotere klantentevredenheid Nadelen van tradi onele kwaliteitscontrole ( zie ppt) Poka yoke kosten (de 1-10-100 regel) - Als een product of dienst een stap verder gaat in het produc esysteem, dan moet de kost voor het corrigeren van een fout worden vermenigvuldigd met 10 Soorten poka yoke Basisfunc es - Waarschuwende poka yoke: o Signaleert de operator om het systeem te stoppen en het probleem te verhelpen o Aanbevolen als automa sche afslui ng geen op e is o Uitgevoerd m.b.v. bv. Wijzerplaten, verlich ng, alarmen, waarschuwingen en kleurcodering - Controlerende poka yoke: o Sluit het proces af wanneer er een fout of onregelma gheid wordt geconstateerd o Houdt het “verdachte” deel op zijn plaats wanneer de bewerking onvolledig is o Elimineert het menselijk element, hij hangt niet af van de waakzaamheid van de operator of diens geheugen o Hee een hoge capaciteit voor het bereiken van zero defecten Methoden (+ voorbeelden ppt) - Contact: o Maakt contact of hee een geometrie die fouten vermindert. o Iden ﬁceert fouten door het testen van de productvorm, groo e, kleur, of andere fysieke eigenschappen - Vaste waarde: o Waarschuwt of herinnert de operator eraan wanneer een aantal bewegingen niet gemaakt zijn of een aantal onderdelen niet worden gebruikt - Beweging-stap: o Controleert of de voorgeschreven procedure is gevolgd SMED-methode Wat is omsteltijd? = jd die nodig is om een produc emachine of een produc elijn om te schakelen van het produceren van het ene product naar het produceren van een ander product Omstelactiviteiten Voorbereiding: - Omstelinstruc es opstellen o Handelingen o Toestellen o Gereedschappen o Beves gingsmaterialen o Beves gingsgereedschap - Gereedschappen verzamelen - Gereedschappen testen - Gereedschappen transporteren Verwisseling: - A oppelen van aanslui ngen - Losmaken gereedschap - Weghalen gereedschap - Plaatselijk reinigen - Plaatsing nieuwe gereedschap - Aankoppelen aanslui ngen - Ruw instellen gereedschap Fijninstelling: - Proefdraaien - Ijking, kalibrering gereedschap - Borgen van de instelling Nazorg: - Wegbrengen gereedschappen - Schoonmaken gereedschappen - Controleren gereedschappen - Inve en gereedschappen - Opbergen gereedschappen - Voorraden aanvullen - Feedback verzamelen - Checklist aanpassen De SMED methode: ontstaan SMED = Single Minute Exchange of Die De SMED methode: 4 fazen en 3 stappen (+ppt) - Vermengde faze  Stap 1 - Gesplitste faze  Stap 2 - Overgebrachte faze  Stap 3 - Verbeterde faze De SMED methode: de vermengde faze - Alle omstelac viteiten worden uitgevoerd jdens de s lstand van de machine - Gereedschappen en beves gingsmiddelen worden niet goed gereinigd, hebben geen vaste plaats, worden niet goed gecontroleerd, slecht onderhouden en niet ordelijk opgeborgen. - Omstelac viteiten zijn slecht gepland en niet toegewezen aan arbeiders - Er wordt niet gecontroleerd of alle middelen noodzakelijk voor het omstellen aanwezig zijn/gereserveerd zijn De SMED methode: stap 1  reorganisatie 1) Noteer de huidige omstelac viteiten en meet hun duur 2) Zoek een eﬃciënte werkwijze voor alle ac viteiten o Elimineer overbodige ac viteiten o Herschik, combineer o Vereenvoudig ac viteiten o Creëer voldoende ruimte, orde en netheid 3) Schat een standaard jd voor elke ac viteit 4) Bepaal telkens of het een online of oﬄine ac viteit is 5) Voer oﬄine ac viteiten uit terwijl het proces aan de gang is 6) Train de arbeiders in het uitvoeren van de omstelac viteiten 7) Maak voor elke arbeider een geactualiseerde checklist 8) Voor oﬄine func onele controles uit op gereedschappen 9) Neem maatregelen voor het geval er iets misloopt 10) Breng al het benodigd materiaal naar de machine 11) Zorg dat alle gereedschappen een vaste plaats hebben De SMED methode: gesplitste faze - Online- en oﬄine ac viteiten zijn gesplitst - Het proces wordt alleen nog gestopt voor de online ac viteiten - Onderhoud, transport, inspec es en voorbereiding van gereedschappen en beves gingsmiddelen worden oﬄine uitgevoerd - Er zijn checklist beschikbaar voor on- en oﬄine ac viteiten De SMED methode: stap 2  van online naar offline 1) Standaardiseer afme ngen 2) Standaardiseer func es o Bedienen  Alle matrijzen met hijsoog, iden eke kassa’s, iden eke pompen in tanksta ons o Klemmen  Allemaal bouten M16 ipv M12 en M16 o Koelen  Water/olie, gestandaardiseerde connector 3) Voorzie meerdere iden eke exemplaren van modules 4) Gebruikt bij de instelling een mee nstrument 5) Vermijd een con nue regeling voor discrete instellingen 6) Verwarm de matrijs voor De SMED methode: de overgebrachte faze - Online-ac viteiten werden vervangen door oﬄine ac viteiten - Bijstellingen en proefdraaien werden geminimaliseerd - Alle belangrijke afme ngen van matrijzen zijn gestandaardiseerd - Alle beves gingsmiddelen en sleutels zijn gestandaardiseerd De SMED methode: stap 3  online taken versnellen Resterende online-ac viteiten versnellen door: - Gebruik van (automa sche) hulpmiddelen voor transport, llen, opslag, bewerkingen, controles,… - Handelingen parallel uit te voeren - Gebruik van func onele opspanmiddelen - Gebruik van func onele opspanmiddelen waarvoor geen gereedschap nodig is: vlindermoer,.. - Aanpassingen aan de machine - De SMED methode: de verbeterde faze Online ac viteiten werden versneld door: - Gebruik van hulpmiddelen - Ac viteiten parallel uit te voeren - Automa sch gereedschap in te schakelen - Herontwerp met oog op een kortere omstel jd Voordelen van korte omsteltijden - Hogere produc viteit, meer inkomsten - Kortere doorloop jd, snellere inning van inkomsten - Indien ook kortere lever jd, hogere klantentevredenheid - Lagere tussenvoorraden - Hogere produc eﬂexibiliteit - Rendabele produc e van spoedordes mogelijk - Minder verspilling van middelen door proefdraaien - Minder verstoring van de rest van de produc e - Baten > omstelkosten - Geen feeling meer nodig - Minder kans op foute instelling Aandachtspunten 1) Omstel jd beïnvloed de Overall Equipment Eﬀec veness (OEE) (zie ppt) 2) Reduceer omstel jd enkel op knelpuntprocessen 3) Houd rekening met het ganse gamma te bewerken producten 4) Het is belangrijk de omstelling goed in te oefenen 5) Laat de omstelling uitvoeren door de produc earbeiders 6) Omstelreduc e = proces van con nue verbetering 7) Maak voor elke maatregel een kosten/batenanalyse Voorbeelden Zie ppt Plant lay-out Lay-out: definitie Een lay-out ontwerpen is het vinden van de beste posi e voor: - Machines (in produc eomgeving) - Bureaus (in kantooromgeving) - Dienstverleningsbalies Zodat de informa e-, grondstoﬀen- en mensenstroom tussen de afdelingen vergemakkelijkt wordt. Lean plant lay-out Een lean lay-out ondersteunt de strategie van de onderneming - Ondernemingsstrategie: Diﬀeren a e o Prioriteit: hoge procesﬂexibiliteit, speciﬁeke uitrus ng, korte instel jden o Lay-out vereisten: gespecialiseerde cellen - Ondernemingsstrategie: lage kost o Prioriteit: eﬃciënte processen, lage transport- en goederenbehandelingskosten o Lay-out vereisten: lay-out gebaseerd op het product - Ondernemingsstrategie: vlug antwoord o Prioriteit: Snelle ontwikkeling, korte instel jden, korte wach jden voor de klant o Lay-out vereisten: korte afgelegde weg van het product Een lean plant lay-out houdt rekening met: - Het gebruik van de ruimte - De stroom van informa e, grondstoﬀen en mensen - De werkcondi es (veiligheid, sociaal aspect,…) - De interac e tussen klant en opdrachtgever - De produc eﬂexibiliteit - De kosten van de goederenbehandeling, ruimte,… Vooraleer een lean plant lay-out te ontwerpen, bepaal: - Het nodige materiaal om de goederen te behandelen - De eisen i.v.m. de ruimte - De benodigde capaciteit - De informa estroom - De kost van het verplaatsen tussen werkplaatsen - De frequen e van de verplaatsingen Onthoud dat: - Een slechte lay-out verlies vastlegt voor vele jaren - Nabijgelegen leveranciers de transportkosten drukken - De werksta ons rechtstreeks bevoorraden door verschillende uitwendige deuren, de transportkosten vermindert - Een lay-out ontwerpen een 3D probleem is: overweeg levering van bovenaf of langs onder - Ontwerp en engineering dicht bij de produc e zouden moeten liggen - Produc econtrole in het midden van de produc evloer zou moeten gelocaliseerd zijn Lay-out types (+ppt) Proces georiënteerde lay-out of job shop: = technische gelijkaardige machines/processen zijn gegroepeerd in een werkplaats Product georiënteerde lay-out of ﬂow shop: = machines/processen staan in fabricagevolgorde opgesteld U-vormige lijnen:  Lagere wandelafstand  Kortere lege rit  Kortere omweg  Gemakkelijkere communica e  Beter zicht op voorraad, stroom, problemen,…  Gemakkelijker sociaal contact  Eﬃciëntere produc e in ganzepas  Meer mogelijkheden om de lijn uit te balanceren  Neemt minder werkruimte in Groepsindeling (cel lay-out): = machines/processen worden gegroepeerd in produc ecellen waarin telkens een familie goederen/diensten worden gecreëerd Andere lay-out types: - Vaste posi e lay-out of projectopstelling: = een lay-out waarbij een product gemaakt wordt op een vaste plaats en alle hulpmiddelen naar deze plaats worden gebracht - Kantoor lay-out: = een lay-out waarin mensen, uitrus ng, bureaus en ruimtes geschikt worden zodat een vlugge en gemakkelijke informa estroom mogelijk is - Magazijn lay-out: = een lay-out die een eﬃciënte ruimtebenu ng en eenvoudige materiaalbehandeling voorziet Lay-out optimalisatie Job shop op malisa e: loca e van de afdeling Zie ppt Flow shop op malisa e: uitbalanceren van de lijn - Stap 1: Bepaal de volgorderela es tussen de processtappen/taken - Stap 2: Stel deze volgorderela es voor in een netwerk - Stap 3: Bereken de tak jd - Stap 4: Bereken het minimum aantal werksta ons - Stap 5: Wijs taken toe aan de werksta ons, door gebruik te maken van: o Heuris eken (snel maar garanderen de op male oplossing niet)  Van de beschikbare taken, kies de taak:  Met de langste jd  Met het grootste aantal opeenvolgende taken  Waarvoor de som van de jden van opeenvolgende taken het langst is  Met de kortste jd per taak  Met het minst erop volgende taken o Op malisa etechnieken (traag maar geven op male oplossing)  Geheeltallig lineair programmeren  Dynamisch programmeren  Branch and Bound methode - Stap 6: Bereken de eﬃciën e van de assemblagelijn Groepsopstelling op malisa e: groepentechnologie Deze techniek creëert produc amilies die elk een beperkt aantal verschillende machines nodig hebben. - Stap 1: Teken een stappenmatrix van het proces o Met m rijen die m machines voorstellen o Met n kolommen die n producten voorstellen o aij = 1 als product j machine i nodig hee en aij = 0 indien niet - stap 2: gebruik een techniek om produc amilies te creëern o heuris eken:  Rank Order Clustering (ROC) van King (1980)  Direct Clustering Analysis (DCA) van Chan en Milner (1982)  Cluster Iden ﬁca on Algoritm (CIA) van Kusiak en Chow (1987) Voorbeelden Zie ppt Projectmanagement (met ppt leren!!) Part 1: Intro, stakeholders, change & scope management Introduction What is a project? A project is a temporary endeavour designed to produce a unique product, service or result with a deﬁned beginning and end (usually me-constrained, and o en constrained by funding or staﬃng) undertaken to meet unique goals and objec ves, typically to bring about beneﬁcial change or added value… that we agreed to deliver based on a plan. Project management methods (+ppt) : - Classic (PMBoK,…) - Agile (Kanban,…) - Classic + agile = hybrid waterscrumfall The triple constraint/iron triangle (+ppt dia 19): - Budget/cost - Scope - Time/schedule What is Project Management? Project management is the applica on of processes, methods, tools, skills, knowledge and experience to achieve speciﬁc project objec ves. What does a project manager do? Zie ppt dia 21 The project management process - Stap 1: o Business idea  business requirements o Documented in a Project Charter ( = approval to start the project) o Budget: Project charter = high level cost es mate  Project prepara on - Stap 2: o The ﬁnal deliverable of the Project Prepara on Phase = Project Plan o Project Plan contains: goal, scope management, deliverables, stakeholder analysis, … o Budget: Project Plan = detailed es ma ons on work package level  aggregated  Project Execu on - Stap 3: o During the project, deliverables are delivered according to a milestone planning o Budget: cost & me control: actuals vs planned + change management : new es mates for change requests  Project closure - Stap 4: o Knowledge transfer, lessons learned and project acceptance are delivered during Project Closure o Budget: lessons learned: cost & me performance Project Life Cycle ( zie ppt! Dia 32) Classic Project Management – Planning (zie ppt) Project management processes ( PMBoK) - Ini a ng Process Group: Processes required to launch a new project or a new project phase. - Planning process group: processes related to deﬁning and planning the extend of the project, as well as planning how it will be executed - Execu ng process group: processes related to the actual comple on of the project ac vi es and tasks - Monitoring & controlling process group: processes covering everything related to tracking, monitoring, repor ng on, and controlling project performance and progress - Closing process group: processes required to ﬁnalize and complete a project or project phase Agile (zie ppt!) The PM triangle: classic vs agile (zie ppt: dia 44) Stakeholder management Stakeholders are individuals or a group who have an interest of some aspect of rights or ownership in the project and can contribute to, or be impacted by, the outcomes of the project. Stakeholder management: 1) Iden fy stakeholders: o Start to ﬁnd o Document 2) Plan stakeholder management: o Analyse o Classify o Plan 3) Manage stakeholder engagement: o Implement 4) Control stakeholder engagement: o Monitor o Update Iden fy stakeholders - Everyone can be a stakeholder but not everyone should be considered one - Start to ﬁnd: o Look at the project goal: who is impacted/who can impact the project? o Look at the organiza on you are working for: who is involved? Who should be involved? o Look at environment around the project: communi es? Government? Regulators? Plan - Power/interest matrix (+ppt dia 51): o What is their interest in the project? o What is their power? - Stakeholder circle (ander model) (zie ppt 52) - Stakeholder salience (ander model) (dia 53) Stakeholder management plan - Stakeholder register (+ppt dia 54) Stakeholder engagement - Unaware: unaware of project and poten al impacts - Resistant: aware of the project and poten al impacts; resistant to change - Neutral: aware of the project yet neither suppor ve nor resistant - Suppor ve: aware of the project and poten al impacts; suppor ve to change - Leading: aware of the project and poten al impacts; ac vely engaged in ensuring the project is a success Challenges with stakeholders - Distracted: o Too many projects and ini a ves at the same me - Global workforce: o Diﬃcult to communicate and engage o Cultural diﬀerences - Resistance to change - VUCA world: o Change is the only constant o What happened to my project? My stakeholder? Me? Change management + communication Hints & ps for communica on & change - Communicate clearly, early and o en - Communicate through & to the right people - Communicate through mul ple channels - Answer the ques ons: o What’s in it for me? o What does it mean to me? - Prepare for resistance - Listen to feedback - Don’t be afraid to repeat yourself Team motivation Zie ppt Scope management Deﬁni ons - Project scope management: o The process required to ensure that the project includes all the work required , and only the work required, to complete the project successfully. o Managing the project scope is primarily concerned with deﬁning and controlling what is in and what is not included in the project. - Product scope: o The features and func ons that characterize a product, service or result - Project scope: o The work performed to deliver a product, service or result with the speciﬁc features and func ons o The sum of the products, services, and results to be provided as a project Before scope management can start - Collect all relevant informa on & documenta on - Project Execu on Plan (PEP) contains: o Project charter: document issued by the ini ator/sponsor that authorizes the existence of a project and provides the PM with the authority to apply resources to project ac vi es o Enterprise environmental factors:  Organiza onal chart (can very in diﬀerent phases) with func ons and names  Descrip on of roles and responsibili es; RACI; limit of responsibility o Organiza on assets:  Company procedures & scope change procedures  Working processes to prepare and handle schedule, budget, incidents,…  Communica on strategy o Other inputs:  Risk assessments  Filling, naming and revision of documents  Approval cycle Without this you will never have the correct people in front of you and chaos will be your share!! Project scope management (zie dia 78) Business need  collect data  deﬁne scope  validate scope  control scope Business need - What? o It is actual necessity or need to start a project o It answers the ques on “ why are we doing this project” - Who is involved? o Normally higher management: shareholders, board of directors, … o Other relevant stakeholders Business need – importance - Business need is very rarely a clear descrip on o If it is not clariﬁed with you, your target to start the project will be too vague o E.g. improve safety for the company o Find out, what is the bases for this speciﬁc business need - A business need is not a technical solu on o E.g. a new produc on line is not business need!  It does not answer the ques on “why?”  business need: obsolescence and so not reliable, not ﬂexible,… - if the “why” is not clear, the solu on will be wrong/or too limited and rework or delay will be the result. It is essen al to get alignment between the requester(s) and the project team Business need – techniques & outcomes (zie ppt dia 81) Requirements traceability matrix - A grid that links requirements from their origin to the deliverables that sa sfy them o Helps ensure a requirement adds business value by linking it to the objec ves o Provide a means to track requirements throughout the project life cycle o Ensure that requirements approved in the requirements documenta on are delivered at the end of the project o Finally, it provides a structure for managing changes to the project scope - Tracing requirements includes: o Business needs, opportuni es, goals and objec ves o Project objec ves o Project scope and WBS deliverables o Product design o Product development o Test strategy and test scenarios Collect data and deﬁne scope Collec ng data and deﬁne the scope = Project Scope Descrip on - What? o Project Scope Descrip on is a document or collec on of documents that describe:  The target (business need)  The criteria input  Requested output of the project o It will be the backbone of your project scope throughout the en re project life cycle o It will be together with your schedule, budget and project plan, the “bible” of the project - Consists out of 2 main parts: 1) A func onal descrip on 2) The work breakdown structure (WBS) Func onal descrip on - What? o It describes all the func onali es of your project  Of the star ng condi ons  And of the requested project output o It contains typical:  The target or business need  The request product descrip on ( the output of the project), including all of its characteris cs  The project acceptance criteria (under which the project can be stopped or con nued, e.g.: ROI, schedule, resources, budget, …)  The project main deliverables  The constraints Work breakdown structure (WBS) - A WBS of a project: a subdivision of all project deliverables and project work into smaller, clearer and manageable components, called work package - It provides a list of everything that must be delivered - It is a hierarchical and logical decomposi on of the total scope - Important ! : a WBS contains deliverables & work packages. NOT ac vi es! - Use decomposi on: break the deliverables in smaller, more manageable pieces - Work packages: o Lowest level of WBS o Cost & dura on can be/will be es mated and managed on this level - Basis for your work schedule WBS dic onary - Document that provides detailed deliverables & scheduling informa on about each WBS component - Informa on in the WBS dic onary may include but is not limited to: o Iden ﬁer: unique hierarchical number, Descrip on of work o … Validate the scope - What? o The process of formaliza on acceptance of the complete scope o Ensuring that the deﬁned scope enables to guarantee a consistent answer to the business need - How? o Group sessions in which the scope is explained and discussed o Project risk analysis; what, if …? o Group decision techniques - Output o A ﬁxed project scope that will serve as the scope baseline for the rest of the project o A bases for project schedule, es ma ng, budge ng, procurement and realiza on Control the scope - What? o Any change requested by the customer/user o Missing (forgo en) deliverables or tasks o Development of business need, design,… - When? o A er scope valida on, because before it is taken into the ini al study o Can occur in each stage of the project:  Engineering – e.g. something forgo en in engineering  Procurement – e.g. good idea from a quo ng party (contractor)  Execu on – e.g. site situa on that was misjudged or changed, reques ng an adapted technical solu on  Commissioning – e.g. extra support requested for commissioning - Formal (RfC = request for change) or informal (scope creep or goldpla ng) - Consider the impacts: o Schedule o Budget o Quality o Safety o Organiza on and resources - The exact procedure is described in a scope change procedure: o What is considered as a scope change o Who can introduce a scope change? o The procedure to follow from request ll approval o The authority level for approval & condi ons under which each authority level can approve a scope change - At this point we know if we would approve or decline change  communicate o Understand change request & its impact o Explain to customer/steerco why change should be accepted & why the impacts are what they are Control the scope: goldpla ng & scope creep - Gold pla ng (intern in team) o Occurs when a project manager or team member believes that a project could be enhanced by an addi onal feature and includes it without approval o Moves the project beyond the originally scope and has poten al nega ve eﬀects - Poten al nega ve eﬀects include: o Extending the me or budget to complete the project o Was ng money and me when the team has to remove or correct addi ons o Dissolving trust among stakeholders who no longer feel conﬁdent that speciﬁc instruc ons will be followed - Scope creep (extern) and gold pla ng both mean going outside the scope’s baseline - Gold pla ng is the result of choices made by the project manager or team, while scope creep refers to addi ons ini ated by the client (external) - In scope creep, a client of user may inten onally or uninten onally increase the workload of a project over a period of me. o When it’s common for a client to make addi onal requests during the project, scope creep occurs when there is no adjustment to the payment agreement for the work that is being completed. Thus, the project team is doing extra work without receiving any addi onal compensa on. Part 2: es ma ng, scheduling & resources Reliable project estimates Introduc on Recap: - WBS dic onary (deliverables): o PMI deﬁni on: a document that provides detailed deliverables, ac vity and scheduling informa on about each component in the work breakdown structure (WBS) o This is a document that supports de WBS - Work schedule or project schedule (ac vi es): o Project schedule PMI deﬁni on: an output of a schedule model that presents linked ac vi es with planned dates, dura ons, milestones, and resources. o Goes down to the levels of “ac vi es” Mogelijke examenvraag: wat is het verschil tussen deliverables en ac vi es Introduc on – why do es mates ma er? - Project failure could be: o Late comple on o Budget overruns o Or not achieving business beneﬁts - The es mate is the baseline of the project (&your) success! Basics – deﬁni on - Es ma ng: “the science of uncertainty” - Es mate = a quan ta ve assessment of the likely amount or outcome o Usually preceded by a modiﬁer (i.e. rough order-of-magnitude, preliminary, conceptual, feasibility, deﬁni ve, ﬁnal) o Should always include some indica on of accuracy (e.g. +- x percent) - The es ma ng process is there to ensure that we have planned the project with the correct scope, cost, earnings, resources & deadlines Basics – typical levels of accuracy - Rough order of magnitude es mate ( aka “ball-park es mate”) o -50% to +50% (PMBoK 4th edi on) o -25% to +75% (PMBoK 5th edi on) - Preliminary es mate = -15% to +50% - Budget es mate = -10% to +25% - Deﬁni ve es mate = -5% to +10% - Finale es mate = 0% Basics – es ma on - What do we es mate? o Ac vity dura on o Resources: human resources (labor)/material/supplies/equipment o Cost/eﬀort - Deﬁni on of “es mate” according to PMBoK o Ac vity dura ons: the process of es ma ng the number of work periods needed to complete individual ac vi es with es mated resources. The key beneﬁt of this process is that it provides the amount of me each ac vity will take to complete o Cost: the process of developing an approxima on of the cost of resources needed to complete the project work. The key beneﬁt of this process is that it determines the monetary resources required for the project. o Ac vity resources: the process of es ma ng team resources and the type and quan es of materials, equipment, and supplies necessary to perform project work. The key beneﬁts of this process is that it iden ﬁes the type, quan ty, and characteris cs of resources required to complete the project. Basics – understand the purpose - When providing an es mate, there is a purpose: to provide informa on to quan fy uncertainty so that a decision can be made o Decision-making is usually not done by the person who provides the es mate o The person providing the es mate usually isn’t the person who needs the es mate for a decision - To be relevant and useful (for the decision maker), the purpose needs to be understood. This purpose serves as the founda on and necessary context of each es ma on. o Enables to determine the method required to produce the appropriate es ma on. o In turn, the decision made is impacted by the quality of the es mate o Without understanding the purpose, it is easy to become distracted by the noise of overwhelming informa on & uncertainty, making it diﬃcult to select the es ma on method required - A common misconcep on between methods and techniques o Many diﬀerent techniques (e.g. “tools” or technical skills applied to achieve a desired result) o A method is a procedure (including a logical, systema c or established plan): depending on the project and level of risk associated, employ diﬀerent methods for the es ma on Basics – the cone of uncertainty - Evolu on of the amount of (best case) uncertainty during a project o At the beginning compara vely li le is known and so es mates are subject to large uncertainty. o As more research and development is done, more informa on is learned and the uncertainty tends to decrease  Narrowed both by research and by decisions that remove the sources of variability from the project  The project team and PM should ac vely ad con nuously work to reduce the uncertainty level o This reaches 0% when all residual risk has been terminated or transferred  End of the project  Transfer responsibili es to a maintenance group Es ma on process - Three key inputs: o Understanding of the project scope o The risks associated with that scope o The quality of the data - Improve es ma on means organisa onal and/or process improvement Process overview - Prepare to es mate stage: crea on of a project es ma on approach - Create es mates stage: take the planning documents and other inputs and use es ma ng techniques to create the project es mate - Manage es mates stage: covers the ongoing maintenance and management of all es mates - Improve es ma ng process stage: take actual data and lessons learned and incorporate them back into the es ma ng processes and tools Start of the es ma ng process – prepare - Focus on the design of the project es ma ng strategy - We are not es ma ng (yet) but laying the groundwork to create a reliable es mate - Iden fy the es ma ng resources required & the tools needed to es mate sa sfactorily o Decompose project into its key characteris cs or into subsets of deliverables: WBS, requirements, risks, … o Iden fy comparable historical data sets or parametric models o Use the best available model to produce an es mated range of likely results o Iden fy (internal or external) inﬂuences - Tip: don’t dive into es ma ng without paying proper a en on to this planning phase Prepare to es mate - To Do’s in the phase: o Iden ﬁca on of ac vi es o Determining the techniques to be used for es ma ng o Iden fying the es ma ng team o Preparing es ma ng inputs o Documen ng any constraints to the es mates - Process for “es mate cost” (PMBoK) (zie ppt dia 20) Create es mates: dive into the numbers - Process step: “create es mate” - How to es mate: ques ons to ask o What have we learned from the past? o What variables drive my es mate? o What kind and size of uncertainty do we face? o What exper se is available? Diving into the numbers - What have we learned from the past?  analogous es ma ng (data van verleden projecten) - What variables drive my es mate?  parametric es mate - What kind and size of uncertainty do we face?  program evalua on and review techniques (PERT) & mul ple point es ma on - What exper se is available?  expert judgement and group decision making techniques Analogous es ma ng - Deﬁni on: o Es ma ng using historical data from a similar ac vity or project. o Uses parameters from a previous, similar project, such as dura on, budget, size, weight, and complexity, as the basis for es ma ng the same parameter or measure for a future project o Relies on the actual data of previous, similar project as the basis for es ma ng the current project. o Values and a ributes of the projects may include but are not limited to scope, cost, budget, dura on, and measures of scale o Comparison of these project values, or a ributes, becomes the basis for es ma ng the same parameter of measurement for the current project. - When to use? o Gross value es ma ng approach, some mes adjusted for known diﬀerences in project complexity o When there is a limited amount of detailed informa on about the project o Generally, less costly and less me-consuming than other techniques ( but less accurate) o Most reliable when the previous ac vi es are similar in fact and not just in appearance o The project team members preparing the es mates have the needed exper se Parametric es mate - Deﬁni on: o An es ma ng technique in which an algorithm is used to calculate based on historical data and project parameters o Uses a sta s cal rela onship between historical data and other variables to calculate an es mate for ac vity parameters, such as cost, budget, and dura on. - For example: o Dura ons can be quan ta vely determined by mul plying the quan ty of work to be performed by the number of labour hours per unit of work: dura on on a design project is es mated by the number of drawings mul plied by the number of labour hours per drawing o On a cable installa on, the meters of cable mul plied by the number of labour hours per meter. If the assigned resource is capable of installing 25 meters of cable per hour, the dura on required to install 1000 meters is 40 hours o An ac vity needs 4000 hours of coding and it needs to ﬁnish it in 1 year, it will require two people to code (each doing 2000 hours a year) - When to use? o Can produce higher levels of accuracy depending on the sophis ca on and underlying data built into the model o Can be applied to a total project or to segments of a project, in conjunc on with other es ma ng methods Program Evalua on and Review Technique (PERT) - Start observa on: “single point es mates make for poor project decision making” - PERT technique: o Developed by the United States Navy in the 1958 o Commonly used in conjunc on with the cri cal path method o Sta s cal tool used in project management - Input o Op mis c me: the minimum possible me required to accomplish an ac vity (o) or a path (O), assuming everything proceeds be er than is normally expected o Pessimis c me: the maximum possible me required to accomplish an ac vity (p) or a path (P), assuming everything goes wrong (but excluding major catastrophes) o Most likely me: the best es mate of me required to accomplish an ac vity (m) or a path (M), assuming everything proceeds normally - Output: beta distribu on o Expected me: best es mate of the me required to accomplish an ac vity (te) or a path (TE)  tE = (o + 4m + p) / 6 o Standard devia on: variability of the me to accomplishing an ac vity (σte) or a path (σTE)  σte = (p – o) / 6 Three-point es ma ng (general) - The accuracy of single-point dura on es mates may be improved by considering es ma on uncertainty ad risk - Using three-point es mates helps deﬁne an approximate range: op mis c, pessimis c, most likely Group decision techniques: Delphi - “making sense of the consensus” - Wildly used and accepted method for gathering data from respondents within their domain of exper se o The technique is designed as a group communica on process which aims to achieve a convergence of opinion on a speciﬁc real-world issue. o Used in various ﬁelds of study such as program planning, needs assessment, policy determina on, and resource u liza on to develop a full range of alterna ve, explore or expose underlying assump ons, as well as correlate judgements on a topic spanning a wide range of disciplines o Well suited as a method for consensus-building by using a series of ques onnaires delivered using mul ple itera ons to collect data from a panel of selected subjects The Delphi technique for es mates - An exper se-based process that a team can use to generate an es mate for both the top- down and bo om-up stages - Technique: o The project manager chooses an es ma on team, and asks each person (or small sub-team) to es mate a series of quan es (costs or schedules) o Then the teams are informed of the other teams’ es mates, and the process is repeated - Beneﬁts: o The Delphi technique can be used when no historical data exists o Is useful when installing a new product methodology or making a signiﬁcant change to an exis ng one or implemen ng a unique product of project - Anonymous group approach to es ma on, based on the theory that: o Group opinions are fairly reliable o Extreme views get annulled o Informal one-on-one conversa ons are suscep ble to bias and in mida on o Individuals might not es mate frankly in the presence of managers, customers or other stakeholders The Delphi process - Theore cally, the Delphi process can be con nuously iterated un l consensus is determined to have been achieved - 3 or 4 itera ons are o en suﬃcient to collect the needed informa on and to reach consensus o Round 1: an open-ended ques onary o Round 2: a second ques onnaire to review the items summarised by the inves gators bases on the informa on provided in the ﬁrst round o Round 3: ques onnaire that includes the items and ra ngs summarised by the inves gators in the previous round to revise his/her judgements or “to specify the reasons for remaining outside the consensus” o Round 4: the list of remaining items, their ra ng, minority opinions, and items achieving consensus and ﬁnal opportunity for par cipants to revise their judgements - A facilitator (f.e. the PM) provides an anonymous summary of the experts’ forecasts from the previous round with the reasons for their judgements Delphi - Key areas to be considered when designing and implemen ng a Delphi study: o Choosing appropriate subjects is the most important step in the en re process because it directly relates to the quality of the results generated o Time frame for conduc ng and comple ng a study: can be me-consuming and the possibility of low response rates o Poten al of Molding opinions: the itera on characteris cs can poten ally enable molding opinion or uninten onally guiding feedback from the respondent group o Poten al of iden fying general statements vs speciﬁc topic related informa on: assump on par cipants are equivalent in knowledge & experience o Formula on of the ques ons in the ﬁrst round is essen al: consider involving an expert in this stage o No uniform method of analysis for dealing with the material from the ﬁrst round. o Opinions tend to change with me Expert judgement - expert judgement is deﬁned as judgment provided based upon exper se in an applica on area, knowledge area, discipline, industry, … as appropriate for the ac vity being performed - exper se should be considered from individuals or groups with specialized knowledge or training in the following topics: o previous similar projects o informa on in the industry, discipline, and applica on area o … Other techniques - Monte Carlo simula on - Cost of quality (CoQ) - Project management so ware - Vendor bid analysis ( een ander het werk laten doen) - Data analysis - Func on point analysis Ge ng the numbers: choosing the technique - Choice of technique has impact on o Time to create es mate o Cost to es mate o Overhead cost to all projects - Each leads to diﬀerent accuracy levels Manage es mates ( komt na create es mates) - Manage es mates: o Begins when the original es mate is completed, has been validated with the project team members, and the project work has started. o Includes many ac vi es that are used to manage the es mate, including changing controls, calibra ng the full cost, and comparing actual costs to the baseline es mate - Inputs: o Starts with the baseline es mate: cost, schedule and resources, along with approved changes to the baseline, would cons tute key baseline informa on o The resource plan (including skills of the resource) o Work performance deals with actual me and cost to complete deliverables - Key stages of managing the es mates: o Apply actuals data from various data sources o Review and control using informa on from tools such as Earned Value Method, change control, and PMIS/PPM system o Re-es mate baselines a er formal approval if there are signiﬁcant changes - Important o The importance of Earned Value (EV): EV is early indicators or warning signals of project trouble o Using Variance data, the project manager can calculate revised es mates Don’t forget the feedback loop – improve - Lessons learned should be applied to the es ma ng lifecycle, including o Reﬁned calibra on of the models, based on new actual values o Maintaining check lists of components to include in future es mates - Inputs for this process o Baseline es mates o Project es ma ng approach o Historical project informa on o Baselines es mates o Updated es mates/forecasts o Change log o Actuals vs es mates data o Stakeholder feedback o Organiza onal process assets Reserve and con ngency - Reserve analysis is used to determine the amount of con ngency (= onvoorziene gebeurtenissen) and management reserve needed for the project - Include con ngency reserves to account for uncertainty o con ngency reserves are the es mate for iden ﬁed risks that are accepted o con ngency reserves are associated with the known-unknowns, which may be es mated to account for this unknown o the con ngency reserves may be a percentage of the es mated ac vity dura on or a ﬁxed number o con ngency reserves may be separated from the individual ac vi es and aggregated o con ngency should be clearly iden ﬁed in the schedule documenta on o as more precise informa on about the project becomes available, the con ngency reserve may be used, reduced, or eliminated - Es mates may also be produced for the amount of management reserve for the project o management reserves are a speciﬁed amount of the project budget withheld for management control purposes and are reserved for unforeseen work that is within the scope of the project o management reserves are intended to address the unknown-unknowns that can aﬀect a project o management reserves is not included in the baseline, but it is part of the overall project requirements Con ngency - con ngency is something that’s expected to be spent: don’t remove it from an es mate simply to make the project look less expensive - con ngency is not only money: also include the me and resources needed to handle the work the con ngency implies - if the con ngency is not needed, the project will simply be done earlier and the organiza on can keep the funds for another me Avoid making numbers ﬁt the budget - You might be tempted/forced to (pressure the team to) keep the numbers op mis cally low - But this creates an es mate that is only good on paper o When the me comes to jus fy an overage, it will become apparent that asked to es mate low numbers and overage should be expected o If the budget and scope are at odds, adjust the scope Bo om-up / top-down - Bo om-up: es ma ng project dura on or cost by aggrega ng the es mates of the lower- level components of the WBS - Top-down: es mate the total cost of a project by using informa on from a previous, similar project (analogous es ma ng) Common sense - In the strain to consider every task, deliverable and bit of scope, it can be easy to overlook the obvious things o Double-check for commonly overlooked or ancillary ac vi es: such as mee ngs, edits one feedback and bug ﬁxing o These ac vi es happen frequently during a project and can derail es ma ng eﬀorts  It’s diﬃcult to gauge how long certain parts of the project will take  Feedback, for example, can range from “change these two sentences” to “l don’t like the concept, can you propose something else?”  To handle this ambiguity, use your common sense and look at other techniques o These tasks can have a huge impact on your es mate Project scheduling done right Introduc on – deﬁni ons - A project is: o Group of ac vi es within a temporary organisa on with pre-deﬁned condi ons and pre-deﬁned results o Unique situa on limited in me and means - Scheduling is: o A logical lis ng of events, ac vi es and milestones that get their posi on in me in rela on to other events, ac vi es and milestones o A visualisa on of me in the future o It is an es ma on, not a guess! o Basic tool in project management ac vi es - Planning is diﬀerent from scheduling: we plan our project, but we schedule the work Introduc on – why scheduling - Your me is limited o Remember the deﬁni on of a project: ﬁxed start and stop - To know: o Who has to do what by when? - As a communica on tool o To yourself, the project team, the user, to all stakeholders o It is facts and data - To control stress o Do not worry, it is scheduled o Of, if you do not act today, it will have an issue in 3 months Introduc on - Types of schedules - To do lists: small tasks to be done today - Agenda: lists your daily organiza on - Network diagram: o Showing or work packages as nodes in rela on to the other ac vi es o Synonym: ac vity-on-node (AON) diagram - Ac vity list: list of all ac vi es men oning individual start and end dates of each task or work package - Bar chart: e.g. Gan chart of schedule informa on o Where ac vi es are listed on the ver cal axis o Dates are shown on the horizontal axis o Ac vity dura ons are shown as horizontal bars placed according to start and ﬁnished dates Introduc on – scheduling tools - Schedules can be made in MS Excel, MS PowerPoint, MS word, … - But specialised tools exist: o Primavera o MS Project o Hive o … - There are all good, but the “thinking” must come from you Scheduling – 1: Deﬁne approach - Schedule approach o Tradi onal way  Decomposi on (based on your WBS) o Rolling wave schedule (progressive elabora on) o Agile and Lean o Combina on of approaches is possible throughout the PLC (Project Life Cycle)  E.g. tradi onal way during analysis phase  E.g. Lean and Agile during implementa on phase - Tools and visualisa on o So ware tools: yes/no? if yes, which one? o Type: Gan chart, network, ac vity list o Hybrids are again possible  E.g. so ware and gan chart during analysis phase, ac vity list during execu on  E.g. print out of gan chart during analysis phase, post it planning during execu on o All combina ons are possible as long you deﬁne it in advance - Resources o Who is responsible for the schedule o How many resources do you have in your team? What are their func ons? o Who delivers which input for the schedule in each project phase? - Repor ng & communica on: which informa on delivered to which stakeholder? o E.g. steering commi ee will receive once a month a level 2 schedule, with status (delay, on track), diﬃcul es and/or issues o E.g. project team will receive updated detailed schedule weekly during team mee ng. One day before the mee ng, all team members inform the scheduler on their progress. - Accuracy of the schedule: Deﬁne for each project phase. Inform your stakeholders of the accuracy they can expect. o E.g. conceptual phase: 30% o … - Other: o Templates o Units (e.g. calendar days/working days) o Mee ngs o … - Advice: o Organise a mee ng with all stakeholders in order to gather their requirements and ask for their input o Prepare already the topics above and start with giving your opinion in the mee ng. It will limit the degrees of freedom during this brainstorming. Scheduling – 2: Gathering data - Schedule is an answer to the ques on: o “who does what when?” o Or “what happens when?” - So, ﬁnd informa on on: o Who? (meaning, who perform the ac vi es?)  see PEP: organisa onal chart and roles and responsibili es o What? (meaning, what is all the work to be done to make the project a success?)  Detail further your WBS  Make an extra column in your WBS with who is responsible for execu ng the ac vity o When? (meaning, what is the dura on of each ac vity and how does it relate to the other ac vi es?)  Deadline for the project: data received from upper management  Es ma ons on dura on  Add an extra column on your WBS for the dura on - Gather also informa on on: o Interfering ac vi es or other projects o availability of people o produc on stops o working process of actual situa on (e.g. between 7 AM and 5 PM, no weekend works) Scheduling – 3: Constraints (beperkingen) - constraints for project ac vi es o As soon as possible (most common) o As late as possible o Must ﬁnish on date o Must start on date o Starts/ﬁnish no earlier than date o Start/ﬁnish no later than date - Milestone: A signiﬁcant point or event in the project o Not really an ac vity, more the end of a series of ac vi es o Examples: Go/NoGo-decision; End feasibility study (haalbaarheidsstudie); scope freeze - Deadline: the latest date an ac vity needs to be ﬁnished without impac ng the dates of other ac vi es or the total schedule Scheduling – 4: Sequence ac vi es - Sequence ac vi es: the process of iden fying and documen ng rela onships between diﬀerent ac vi es. - With other words: link the ac vi es - Some terminology: o Predecessor ac vity: an ac vity that logically comes before a dependent ac vity in a schedule o Successor ac vity: an ac vity that logically comes a er a dependent ac vity in a schedule - Types of links between ac vi es: o Finish-to-start (FS): a successor ac vity cannot start un l the predecessor ac vity is ﬁnished  “supper starts when the cooking is completed” o Start-to-ﬁnish (SF): a successor ac vity cannot ﬁnish un l the predecessor ac vity has started  “concrete pouring cannot ﬁnish un l hea ng has started” o Start-to-start (SS): a successor ac vity cannot start un l the predecessor ac vity has started  “level concrete cannot begin un l pour founda on begins” o Finish-to-ﬁnish (FF): a successor ac vity cannot ﬁnish un l the predecessor ac vity has ﬁnished  “design work cannot ﬁnish un l environmental studies are completed” - Dependencies can be more complex than the 4 diﬀerent types of dependencies. Fine-tune by lag of lead me o Lag me:  A gap in ming, a me that is added to the predecessor task to delay the successor task  E.g. period that exists between sending out request for quota on for a service and receiving the quotes o Lead me:  An accelera on in me, which causes an overlap between 2 tasks (= nega ve lag me)  E.g. already star ng to test an IT program during the development - The steps: how to start? o Make a network diagram (or use the one of the scope deﬁni on)  start high level (max level 3) o Make the logical links within one group o Make the links that are between diﬀerent groups o Deﬁne types of links (FS, SF, SS, FF) Scheduling – 5: check & ﬁnetune - Basic checks o First check: within the predeﬁned deadlines taking all the ac vity constraints into account? o What with resource alloca on? Team working more than theore cally possible?  If this is the case, you have to adapt the schedule according to the resources - If basic checks not OK: o First of all: inform your steering commi ee of the situa on and propose solu ons o Start compressing your schedule: remove lag mes and start implemen ng lean mes where possible o Remove links based on resource  Analyse the risks  Ask for more people or longer project period o Crash the schedule! Make the tasks shorter in dura on o Make compromises on the level of detail of the work - Cri cal path = the sequence of ac vi es that represents the longest path through a project, which determines the shortest possible dura on - Cri cal path method (CPM) o The longest path has the least ﬂoat (ﬂoat = the amount of me that a task in a project schedule can be delayed without causing a delay to subsequent tasks or the overall project comple on date.) (usually zero) o Searching for your ﬂoat, means searching for the ﬂexibility in your schedule. Answering the ques on: how much can an ac vity be delayed without delaying the project ﬁnish date? o The CPM calculated early start, early ﬁnish, late start and late ﬁnish for all ac vi es by preforming a forward and backward pass analysis through the schedule network.µ o Use an ac vity node (zie dia 81) Cri cal Path Method (CPM) - CPM: backbone for project execu on plan o Ac vity sequencing o Founda on for progress, repor ng and performance analysis o Tool for resource alloca on (middelen toewijzen) and management - Network diagram & CPM: Linking ac vi es for project execu on in a logical, sequen al manner o Such that the execu on is both prac cal and as fast as possible o The speed will be limited by the availability of required resources - Sequence of ac vi es that represents the longest path through a project, which determines the shortest possible dura on - Shorten the schedule = shorten cri cal path - Key steps in CPM: o Step 1: specify each ac vity (WBS) o Step 2: establish dependencies (ac vity sequence) o Step 3: draw the Network Diagram o Step 4: es mate ac vity comple on me o Step 5: iden fy the Cri cal Path o Step 6: update the Cri cal Path Diagram to show progress - Step 5 has 2 parts: the forward pass and the backward pass CPM – calcula on (plus ppt vanaf dia 85 + oef toledo) - Forward pass: o Determine the earliest date, star ng with the ﬁrst ac vity in the network o Sets the early start (ES) by selec ng the latest of the following:  The project start date (PS)  The early ﬁnish date of all of its predecessor plus 1 (EF)  The date of all “not earlier than” constraints (NET)  The current Data Date (DD) - Backward pass: o Determine the latest date, star ng with the last ac vity o Sets the late ﬁnish (LF) by selec ng the earliest of the following:  The project ﬁnish date (PF)  The late start date of all of its successors minus 1 (LS)  The date of all “not later than” constraints (NLT) CPM – ﬂoat - Total ﬂoat: o Calculated by subtrac ng the early ﬁnish date from the late ﬁnish date o Each ac vity had its own total ﬂoat value - Free ﬂoat: number of days an ac vity can be delayed without impac ng the start date of any of its successors o Manage the free ﬂoat and don’t exceed it: your project is guaranteed to ﬁnish on me! o Key to keeping projects on me Scheduling – 5: check & ﬁnetune - Cri cal Path Method (CPM) o Scheduling so ware makes the calcula on for you o Cri cal path changes during the project o More than one cri cal path is possible o Shortening your schedule, means shortening the cri cal path - Advise: perform the CPM con nuously throughout your project Scheduling – 6: communicate - As soon as the schedule is ﬁnished, ensure approval by the steering commi ee - Explain your schedule in live sessions - Print out the schedule and s ck it to the walls of your project room - Explain, discuss , adapt, discuss, adapt, … - Manage: o Inform everybody long in advance of the work they must do o Block the agenda of your colleagues for review sessions or the work they must do - Discuss schedule in every project mee ng Optimize resource allocation Introduc on – input Inputs to resource alloca on: - Scope - WBS - Time / cost es mate - Project schedule = ini al schedule - Stakeholders - So skills Introduc on – alloca on - Project integra on management = PMBoK knowledge area where you iden fy, deﬁne, combine, unify and coordinate processes & project ac vi es o Includes making choices about resource alloca on o Considering resource availability and project scope, me & cost - Project scheduling remains preliminary un l resource assignment is conﬁrmed (= alloca on is complete) Introduc on – resource - PMs have access to many resources -human/people, equipment, facili es, material, and funding- when managing a project o Constraints for the project o Availability is key - The resource alloca on plan: cri cal part of managing resources o Ensure that availability resources are assigned eﬃciently o With an eye toward changes Introduc on – types of resources - Labor: o Human resources are an integral part of most projects o The project team needs ac ve management - Equipment: o Tools and equipment used to produce the product, but don’t become part of it o Must be iden ﬁed and allocated to each task o Take into account the wear and tear experienced during the project o Specialty equipment o en requires signiﬁcant investment of me and money - Materials: o Materials that become part of the ﬁnal product o Must be allocated so that they can be procured at the right me and their availability is conﬁrmed - Facili es: buildings and work areas o O en a signiﬁcant cost to the project o If they are not readily available, they also require space in the project schedule and budget - Miscellaneous: all the rest o Most project require other resources that impact the budget or schedule o This can include project ﬁnancing and insurance costs, performance bonding, administra on, con ngencies, risk premiums, transporta on and delivery, or any other items necessary to perform the project Introduc on – op mize - Challenge of the PM o Develop a project execu on plan that ﬁts the allo ed me and can be achieved with available resources o Ac vi es need resources at various mes: complex juggling job to schedule ac vi es so they are not held back by lack of resources - Resource op miza on techniques o Allocate resources in such way to bring maximum output eﬀec vely o Adjust the start and ﬁnish dates of ac vi es o Adjust planned resource use to be equal to or less than resource availability Basics – PMBoK knowledge areas - Key process groups o Planning o Execu ng o Monitoring & controlling - Knowledge areas o Project schedule management o Project resource management - Project schedule management: o Es mate ac vity dura ons o Develop schedule - Project resource management o Plan resource management o Acquire resources o Control resources Ac vity dura ons & resource alloca on - Es mate ac vity dura ons process o Requires es ma on of the amount of resources to complete the ac vity o Es mate the me needed to complete the ac vity using appropriate calendars o Number of resources expected to be available to accomplish an ac vity, along with the skill proﬁciency of those resources - A change to a “driving resource” will have an eﬀect on the dura on o But this is not a simple “straight-line” of linear rela onship o Some mes, the nature of the work will take a predetermined amount of me to complete regardless of the resource alloca on - Other factors for considera on: o Law of diminishing returns o Number of resources o Advances in technology o Mo va on of staﬀ Dura on & resources – factors to consider - Law of diminishing returns o When one factor (e.g. resource) used to determine the eﬀort required to produce a unit of work is increased while all other factors remain ﬁxed, a point will eventually be reached at which addi ons of that one factor start to yield progressively smaller or diminishing increases in output - Number of resources o Increasing the number of resources to twice the original number of the resources does not always reduce the me by half, as it may increase extra dura on due to risk o At some point adding too many resources to the ac vity may increase dura on due to knowledge transfer, learning curve, addi onal coordina on, and other factors involved - Advances in technology o Can play an important role in determining dura on alloca on o For example, procuring the latest technology, may impact dura on and resource needs - Mo va on of staﬀ o PM needs to be aware of procras na on (student syndrome): People start to apply themselves only at the last possible moment before the deadline o Parkinson’s Law where work expands to ﬁll the me available for its comple on Cost & resources - Two types of costs associated with a project: o Direct costs: expenditure allocated to diﬀerent ac vi es in a project o Indirect costs: expenditure shared by a more than one ac vity and not directly allocated to individual ac vi es  Like administra on, …  indirect costs rise with increase dura on o total cost = direct costs + indirect costs o op mum dura on = target dura on Resource levelling – prepara on - ﬁrst schedule without regard to the availability of resources o the availability of resources is too complicated to analyse manually as the schedule dura ons and logic is developed o but take the amount of resources required for an ac vity into considera on to determine the dura on of an ac vity - once the CPM network of ac vi es is established, determine the amount of resources o in the resource library the maximum amount of resources is entered for use in the levelling process o more advanced programs allow the se ng of addi onal levels of availability - next : determine the priori zing index for ac vi es compe ng for the same limited resources - the resource levelling algorithm can proceed to establish new start and ﬁnish dates for each ac vity - when there are many diﬀerent resources, the solu on tends to be more diﬃcult - p : select those resources that are most “signiﬁcant” (diﬃcult to augment or reschedule) Resource levelling – process (+ voorbeeld ppt dia 111) - Process of resource levelling results in new schedule with “resource levelled” dates o Not earlier than the early start and ﬁnish dates (restrained by the network logic) o depending on the goal of the levelling process, dates may or may not be later than late start and ﬁnish dates  “within the project ﬁnish constrain”: may indicate that the project requires more resources  “with the available resources”: may indicate that the project requires more me to ﬁnish - The algorithm analyses each me period and determine how many resources are required by all ac vi es originally scheduled in that me period o If any of the resources is not available, the ac vity is delayed for the next period o If not enough resources are available, the ac vi es with the higher total ﬂoat will not be scheduled yet - This process con nues un l all ac vi es have been scheduled - O en PMs will calculate both ways to see the diﬀerence in the results - A er updates to the resources or schedule, the process can be started again Resource smoothing (+ ppt dia 114) - Adjust the ac vi es such that requirements for resources on the project do not exceed certain predeﬁned resource limits - In resource smoothing, as opposed to resource levelling o The project’s cri cal path is not changed o The comple on data may not be delayed o In other words, ac vi es may only be delayed within their free & total ﬂoat - Resource smoothing may not be able to op mize all resources Resource levelling vs smoothing ( + voorbeeld en oef) - Resource levelling is used when limits on the availability of resources are paramount ( =van het grootste belang) o Resource limited scheduling o Answer the ques on “with the resource available, when will the work be ﬁnished?” - Resource smoothing is used when the me constraint takes priority o Time limited resource scheduling o The objec ve is to complete the work by the required data while avoiding peaks and troughs of resource demand - 3 steps: CPM  levelling  smoothing Resource alloca on – baseline - Baseline: approved version of a work product that can be changed only through a formal change control procedure and is used as a basis for comparison to actual results - A schedule baseline is the approved version of a schedule model o Fixed reference a er approval o Accepted and approved by appropriate stakeholders o With baseline start dates and baseline ﬁnish dates o During monitoring and controlling, baseline dates are compared to actual dates to determine variances o Component of the project management plan - TIP: use a resource levelled schedule to deﬁne the baseline dates Resource alloca on – result = baseline - Desire outcome of resource levelling: generate a baseline schedule that is both achievable and makes economic use of the available resources - The end result of the resource levelling process is to assign a “resource start (RS)” date and the “resource ﬁnish (RF)” date to each ac vity. o These dates must then be captured and stored as the “resource levelled schedule” = the “baseline” o Ideally, this will fall somewhere between the early start schedule and the late start schedule - TIP: PM to select the most desirable solu on available as baseline Schedule compression - Shorten or accelerate the schedule dura on o Without reducing the project scope o In order to meet schedule constraints, imposed dates, or other schedule objec ves - TIP: helpful analysis technique is “nega ve ﬂoat analysis” o The cri cal path is the one with the least ﬂoat o Due to viola ng a constraint or imposed date, the total ﬂoat can become nega ve - Schedule compression techniques include: o Crashing: used to shorten the schedule dura on for the least incremental cost by adding resources o Fast tracking: ac vi es or phases normally done in sequence are performed in parallel for at least a por on of their dura on Crashing & fast tracking (+ oef dia 124) - Crashing: shorten the schedule for the least incremental cost by adding resources o Example: approving over me, bringing in addi onal resources, or paying to expedite delivery to ac vi es on the cri cal path o Keep in mind:  Only work for ac vi es on the cri cal path where addi onal resources will shorten the dura on  Does not always produce a viable alterna ve  May result in increased risk and/or cost - Fast tracking: ac vi es/phases normally done in sequence are done in parallel o Example: construc ng a building founda on before comple ng the architectural drawings o Keep in mind  May result in rework and increased risk  Only works when ac vi es can be overlapped to shorten the project dura on on the cri cal path  Usually increases coordina on eﬀorts between the ac vi es concerned and increases quality risk  Fast tracking may also increase project costs Cost & resources - Link with the cri cal path o If cri cal path is equal or shorter than the op mum dura on  No need to reduce the network  No need for crashing the dura on of any ac vity o If however cri cal path is longer than the project’s op mum dura on  Need to reduce the dura on of some ac vi es to make the cri cal path equal to the op mum dura on - Use o Determining project dura on, for which the cost is least o Determining the least cost of a reduc on in project dura on from a s pulated date o Determining the me-cost-risk rela onship: in this, the risk involved in elimina ng any ac vity is calculated Crashing & cost - “crash” point: point in me beyond which it becomes expensive to try to shorten the me schedule - “normal” point: lengthening of an ac vity more than a certain me dura on results in negligible cost savings - Cost slope o In prac ce: assume the me-cost curve is linear between crash point and normal point o Deﬁned as the “increase in the cost of the ac vity per unit decrease in the me” ( ) o Cost slope = =( ) Crashing & cost – cost slope - Find lowest cost solu on by sequen al compressing ac vi es with lowest cost slope: lowest incremental cost on cri cal path - Crashing usually results in an increase in cost o To minimize the cost increase: crash those ac vi es which allow reduc on in me at the least total increase in cost o The reduc on in me for a project is achieved by reducing the dura on of ac vi es on the cri cal path - Note: by crashing one ac vity, the cri cal path can shi o At each shi of the cri cal path: calculate the cost slopes of the ac vi es on new cri cal path o The ac vity on this new cri cal path having the lowest cost slope needs to be compressed Crashing – procedure - Procedure for crashing a project: 1) The ra o of increase in cost to decrease in me for each ac vity that can be crashed on the cri cal path is calculated and compared 2) The ac vity having the lowest ra o is reduced to the next lower me value 3) The cri cal path for the network is again calculated using the new me for crashed ac vity 4) Repeat step (2) and (3) un l the cri cal path is equal to op mum project dura on or equal to prescribed project dura on - By analysing me and costs are in this systema c way the op mum dura on of the project is determined Project Management Informa on System (PMIS) - project management informa on sytems: o resource management or scheduling so ware used to monitor resource u liza on o func onality to op mize resource alloca on - func onality to let the PM o establish resource priori es, secondary resource limits o To set the goal of limi ng the resource of limi ng the project comple on o Reports to analyse the trade-oﬀs in each me slot of the levelling calcula on - When it comes to computer-based resource levelling o Don’t expect to obtain an op mum solu on o You will rarely obtain the same solu on, even within the same program Resource alloca on best prac ces & pi alls - The bigger picture - Long-term / Short-term - Problem solving - Hard deadlines: me vs resources - Resource a ributes - The so side of resource alloca on - Over-assigning resources - Brooks's law - Resources are scarce Long-term vs short-term - Prac cal resource scheduling is best achieved via a balance of o long-term resources aggrega on: analysis of predicted resource loads o short-term resource levelling: possibly with user interven on Problem solving - simple technique to solve problems that arise during resource processes - the problem can come from o inside the organiza on: machines or infrastructure used by another department in the organiza on and not released in me materials that have been damaged because of unsuitable storage condi ons, etc o outside the organiza on: major supplier that has gone bankrupt or bad weather that has damaged resources - use methodical steps to deal with problem solving, which can include: o iden fy the problem: specify the problem o deﬁne the problem: break it into smaller, manageable problems o inves gate: collect data o analyse: ﬁnd the root cause of the problem o solve: choose the suitable solu on from a variety of available ones o check the solu on: determine if the problem has been solved Resource a ributes - Each resource comes with “a ributes” - Grade: technical speciﬁca ons level of the resource o For example, the length of the fenceposts, the depth of the holes, and the strength of the fence material o In short, the resources must be adequate for the task - Skill: the same as grade but speciﬁc to the human resources - Quality: quality refers to the degree to which the resource meets speciﬁca on, o For example if poor quality fence material arrives at the site it is not acceptable and must be rejected o This is diﬀerent from the grade of the fence material, which can be low: low grade is acceptable (in the right circumstances), whereas low quality is never acceptable - Resource-speciﬁc a ributes: size, shape, length, speed,…. o Each resource has many speciﬁc a ributes that deﬁne its func on o For example, if the paint should be brown, but a green paint arrives, it is probably s ll high quality as well as the grade, yet not suﬃcient o The required a ributes must be determined individually for each resource - Availability: called a resource calendar o Can range from a simple lis ng of employee vaca on me to sophis cated material tracking so ware o Its purpose is to ensure the project resource is available when needed Brooks’ law - Applies when adding more resources to a project to increase velocity, when the project is already slowed by coordina on overhead - The law: “ adding manpower to a late (so ware) project makes it later” - The law is an oversimpliﬁca on, but captures the general rule o “ramp up” me: it takes me for people added to a project to become produc ve o Communica on overhead: number of communica on channels increases rapidly (combinatorial explosion) o Limited divisibility: it takes 1 woman 9 months to make 1 baby, “9 women can’t make a baby in 1 month” Part 3: Risks, progress & agile Project Risk Management - Risk = “an uncertain event or condi on that, if it occurs, has a posi ve or nega ve eﬀect on one or more project objec ves” - Projects are uncertain. Otherwise it would not be projects - We know there is risk, we have experienced it - Why not act accordingly? - It’s all about ﬁnding the right balance Project risk management: why? - Hope is not a strategy - Cost, schedule and technical performance are inseparable, but no single point es mate of schedule or cost can be correct - Seen without risk, me and cost are determinis c, whereas reality shows they are probabilis c - EVM focuses on repor ng past performance whereas risk management focuses on dealing with future events - It’s not about random chance or preven ng risks - It’s about managing cost, schedule and technical performance, about deﬁning mi ga ons in the presence of uncertainty - Having a (good) project plan is no guarantee for success Voorbeelden zie ppt 3 dia 15 Link with es ma ng - The challenge: o In a project, es mates of me & cost are required. Especially at the start to determine the budget and dura on of the project o But this is the moment you have the least amount of informa on - You can improve by applying the es ma ng techniques - A er es ma ng: apply risk management to determine your con ngency & management reserve - Note: don’t let the cost & me to come to an accurate es mate and detailed risk management impact your project cost & dura on (too much) - Be mindful of opera onal ‘risks’ that lead to delays o Student syndrome: procras nate and delay un l the very last moment o Parkinson’s law: work expands to ﬁt the me allowed o Busy trap - Solu ons? o Timeboxing o Know that adding resources does not always lead to the desired result Risk: con ngency & cost baseline (zie dia 19!) Project risk management: why? - Summary: o Managing your risk improves your project plan o Seen without risk, me and cost are determinis c, whereas reality shows they are probabilis c o It’s not about random chance or preven ng risks, it’s about managing cost, schedule and technical performance, about deﬁning mi ga ons in the presence of uncertainty. Deﬁne risks - Probability (P) and Impact (I) determine the Risk Exposure (E): P x I = E - Types of risk: o Strategic o Financial o Hazard o Opera onal Risk Breakdown Structure (RBS) - Deﬁni on (PMI): a hierarchical representa on of risks according to their risk categories - The Risk Breakdown Structure (RBS) is a (hierarchical) checklist to support the iden ﬁca on and management of risks Deﬁne risks - Types of risk (other perspec ve) o Individual project risks: a speciﬁc event that impact the project objec ves o Overall Project risks:  The eﬀect of all sources of uncertainty on the project objec ves  Are useful when you look at the feasibility of your project  Deﬁnes the con ngency - And some more: o Non-event risks  Variability risks: risks that are not linked to an event, but related to uncertainty about a characteris c of an event, ac vity or decision. E.g. produc vity of a team  Ambiguity risks: related to uncertainty in the future. Aka ‘unknown unknowns’. E.g. future legisla on o Project resilience  The project can be impacted by ‘unknown unknowns’. These are only iden ﬁed when they show up during the project  To shield the project against s, you need con ngency. Also a clear view on the priori es of the stakeholders, agreed project objec ves and documented assump ons - Integrated risk management o Projects to happen on an island. There is an organisa on context to consider o Projects can be part of a program or a por olio of projects. Risks can be escalated or delegated to another level o An organiza on-wide & integrated approach to risk management leads to coherence and eﬃciency Risk & human behaviour - Human behaviour has a strong inﬂuence on risk management - Considera ons: o Risk seeking vs risk averse o Process & conformance:

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