1860 Module 6 Create the Project Schedule.pdf

~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Course 1860 - Foundations of Project Management Module 6: Create the Project Schedule ~ UNIVERSITY O...

~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Course 1860 - Foundations of Project Management Module 6: Create the Project Schedule ~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Module 6 - Section 1 Plan Project Schedule @ Schedule Management Plan Determination on the scheduling methodology used on the project Release and iteration length (time-boxed periods, rolling wave duration) Level of schedule accuracy required Units of measure (hours, days, weeks) Control thresholds for monitoring schedule (number of days, weeks ahead/behind for determining status) Performance measurement (Earned Value Management (EVM)) Formats and frequency of schedule r~.. ,s , - - - - i :'c~dJ~~§.S~~!on of the schedule managem~~Gtr~§ggest? 0  ~ Predictive Schedule Process IC-1.2 Develop Define Sequence Estimate Estimate Schedule Activities Activities Resources Durations (Gantt Chart) 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 10 1. Start with the work packages from the WBS and decompose them into activities 2. Determine the order and dependencies for the activities 3. Estimate the duration for each activity 4. Estimate the type and number of resources required for each activity 5. Complete the schedule, again chart, ensuring that all constraints are met and no over allocations of resources @ Define Activities Activity list: - Tabulation of activities to be included on project schedule - Includes the activity name and a brief description Activity attributes: - Provides schedule-related information about each activity - Has a unique identifier (ID), WBS ID , and activity label or name - Includes predecessors, successors, logical relationships, leads and lags, resource , performance measurement Milestone list: - A significant event that has zero duration attached to it, but does have a date - Usually at the end of a series of activities - Useful tool set up to track schedule goals and monitor proqress - r -...__, Whatdoes l Al suggest? 11  Define Activities - Virtual Conference: 1.1 Survey Remember Module 5 - WBS (Partial) - [111 11 tfHii·P 1.. 1.1.1 1.1.2 Activity Survey approach Select survey app - 1.1.3 Create questions 1.1.4 Input questions 1.1.5 Test app 1.1.6 Create distribution list 1.1.7 Send survey 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 12  ~I ~ Sequence Activities - Virtual Conference Precedence Diagramming Method (PDM) is the most used diagramming method PDM is the basis for Gantt Charts and most software A dependency or relationship relates to the sequencing of project activities or tasks Arrows indicate 1.1.2 Select 1.1.5 Test activity survey app app I....,,:::::::.------ Dependencies 1.1.1 Survey I - - - ' - - ~ - 1.1.3Create 1--------'-+l 1.1.4 Input 1.1.7 Send approach questions questions survey 1.1.6 Create ~ - distribution > - - - - - - - - - ~ list Nodes or Boxes identify 13 taking the activities from the previous page and sequencing them  Precedent Relationships - 4 Types IC-1.3 Finish to Start Dependency - ~ First Activity ~ Second Activity Finish to Finish Dependency Last student :-1. First Activity Second Activity Start to Start Dependency First Activity Second Activity Start to Finish Dependency Last First Activity delivery Second Activity Delivery tracking 9 UN IVERSIT Y OF TO RONTO report ~ SCHOO L 0 1 CONT INU ING STUOIE~ Finish-to-start (FS): logical relationship in which a successor activity cannot start until a predecessor activity has finished Finish to finish (FF): logical relationship in which a successor activity cannot finish until a predecessor activity has finished Start to start (SS): logical relationship in which a successor activity cannot start until a predecessor activity has started Start to finish (SF): logical relationship in which a successor activity cannot finish until a predecessor activity has started Different dependencies (activities) may have different precedent relationships ^ within work packages I I Task B can only start Finish to Start A I B when Task A has finished FS Start to Start r A r B Task B can only start when Task A has started ss Finish to Finish A ~ I B p Task B can only finish when Task A has finished FF ~ ~ ~ Task B can only finish Start to Finish SF A B when Task A has started ~ ~ ~~~6~!, ~6iT~~1~g~~~o~g 5  FIRST ACTIVITY SECOND ACTIVITY DEPENDENCY ANSWERS FINISH TO START You have to select the Select survey app Test app application and finish installing it before you can start to test the app FINISH TO FINISH You can build the website as you develop Build website Content finalized the content. Both have to be finished before you launch. STARTTO START Survey members Build website You can start both at the same time START TO FINISH Sta rt presentation Test AV You have to finish testi ng the AV before you start the presentation 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~  Precedent Relationships - Virtual Conference: 1.1 Survey IC-2.1 First Activity Second Activity Precedent Relationship Select survey app Test app Finish to Start Build website Content finalized Finish to Finish Survey members Build website Start to Start Start presentation Test AV Start to Finish 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 11  ~ De~endency Determination IC-1.4 Mandatory dependencies: - Are inherent in the nature of work - They are also referred to as "hard logic" Discretionary dependencies: - Defined by the project team , as per good practice - Also referred to as "soft logic" External dependencies: - Relationships between project and non-project activities Internal dependencies: - Predecessor relationships within project team 's control 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 12 1. E.g., inspector sign off before moving on 2. Check the electrical works before installing new lights 3. LCBO going on strike 4. Someone going on vacation  Estimate Durations There are many approaches to estimating durations: 1. Analogous 2. Parametric 3. Bottom up 4. Expert judgment 5. Three-point 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 13 1. Comparing to similar projects 2. Asking the person doing the work 3. Start at the bottom of the activity list and calculate each task 4. You guestimate 5. Next page  ~ Three Point Estimating IC-1.5 IC-1.6 Triangular distribution Probability - tE = (tO + tM + tP) / 3 Beta distribution (PERT) - tE = (tO + 4tM + tP) / 6 Where: - t = the estimated time - to = optimistic time - tM = most likely time to tP - tP = pessimistic time t Duration M 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 14 Ask ppl 3 estimates, best, worst, most likely - calculate the average PERT places more value on the ‘most likely’ - so you multiply the ‘most likely’ number first by 4, add the 3 estimates together, then divide by 6  Three Point Estimating - Virtual Conference: 1.1 Survey Activity 1.1.3 Create questions Description Your team has not done this before, so creating questions could take 10 days. If someone finds a previous survey, then it could take 3 days, but.. IC-2.2 the worst-case scenario is 20 days. 1.1.4 Input This depends on the survey app. IOhere is a questions good import tool, then will take 1 day. But most likely you will have to format the file, so it will take 3 days. But if you must manually enter the data, you are looking 11 days to do this. 1.1.6 Create This will depend on the number of people getting distribution list the survey and the app. Best case, 1 day with a simple interface to create the distribution list. In the past this would take four days to play with the software. The worst case, is the team will have to cut and paste all the email addresses taking 25 days to complete the entire distribution list. 9 UN I VERSIT Y OF TO RONTO ~ SCH OOL 0 1 CONT INUING STUOIE~ 15  Estimate Resources - Virtual Conference: 1.1 Survey The next step is to estimate the resources: - People - Equipment - Facilities - Material The number of people assigned to an activity impacts the duration and/or the effort In addition, the skill level of the people can impact the duration For example, for 1.1.3 Create questions, if the worst case occurs and you must manually input the questions, it would be 20 days of duration for 1 person, but: - With 2 people, it would be 10 days duration - With 4 people, it would be 5 days duration 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 16 Q Plan Project Schedule - Questions IC-3.1 IC-3.2 1. _ _ _ dependencies are sometimes referred to as soft logic and should be used with care because they may limit later scheduling options. a. Mandatory b. Discretionary c. External d. Internal 2. By using the Three Point Estimation - Beta (PERT) analysis tool, determine the estimated activity duration for a task in days if the optimistic time is 20 days, the pessimistic time is 35 days and the most likely time is 26 days. a. 27.5 b. 27 C. 26.5 d. 26 Answers available via Interactive Content on Quercus 21 ~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Module 6 - Section 2 Critical Path Method  Critical Path Method (CPM) The most common way to develop a predictive schedule is using the critical path method Process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model, a Gantt Chart: - Also called "critical path analysis" - Uses a single duration estimate from a SME, historical data, or based on the three-point estimate - Calculates earliest or latest possible start date for each activity The Critical Path is: - The "shortest" time a project can be completed - The longest path through the network - The path with all activities having zero float 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 19 @) Calculating the Critical Path Manual - Good for small projects with few dependencies Two-Pass (Forward pass and Backward pass) technique: - Systematic approach - Calculates the early start, early finish, late start, late finish, and total float Software - Use software such as MS Project, Smartsheet, or Primavera Al tools include Tom's Planner and Monday.com 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 20  Manual Approach - Virtual Conference: 1. 1 Survey 1.1.1 Survey 1.1.4 Input 1.1.7Send approach I---'-- ~ - + questions survey (1 (2 days) (4 days) days) The critical path is the longest path - 1.1.1 -> 1.1.2-> 1.1.5-> 1.1.4-> 1.1.7 = 2+5+1+4+1 = 13 days - 1.1.1 -> 1.1.3-> 1.1.4-> 1.1.7 = 2+11+4+1 = 18 days - 1.1.1 -> 1.1.6-> 1.1.7 = 2+7+ 1 = 10 days 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 21  Two-Pass Approach Steps: - Forward pass going from left to right to calculate the earliest start (ES) and earliest finish (EF) EF = ES + Duration - Backward pass going from right to left to calculate the latest start (LS) and latest finish (LF) LS = LF - Duration - Float Float = LS - ES or Float = LF - EF - Critical path is the path with the activities with no float Do I start with O or 1? - 0 means the end of the day before, if you start on Monday, Sunday night. This approach is easier to do the manual calculations. - 1 means the morning of the date, if you start on Monday, then it is fi rst thing on Monday. This approach is used by software. 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 22  Two-Pass Approach - Virtual Conference: 1. 1 Survey Early Early Start ES Duration EF Finish WBS id Late LS Float LF Late lm 5 EI liJl11i1 Start Finish ~ ml 111111111 Iii 2 Iii Iii 11 Iii 1111 l!I 1111111111 Iii 7 Iii 11111 1!1111111 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 23 Always look at the legend - top right square https://youtu.be/-TDh-5n90vk  Forward Pass - Virtual Conference: 1.1 Survey Early Early Start ES Duration EF Fin ish WBSid Start here Late LS Float LF Late with Early Start Finish Start= 0 w ··=:r·-· 13 1111 17 17 18 1!1111111 11111111 2-9 1111 111111111 Early Finish = Early Start+ Duration 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 24 Box 1 - 0 days + 2 day duration = 2 early finish The 2 follows the 3 arrows and is the 1st box + the duration middle number = the next set of early finish  Backward Pass - Virtual Conference: 1. 1 Survey Early Early Start ES Duration EF Fin ish --- WBSid Late LS Float LF Late Start Finish lllla---. 11..EII 1111 _o 1112-J 7 111112 12 _... _____._. 1111111 l2:_IIII~ ~ Start here with Late Finish = Late Start= Late Finish - Duration Early Finish 9UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING ST UOIE~ 25 The final number in the early finish becomes the start of the backward pass  ~ i ~ Float - Virtual Conference: 1.1 Survey Early Early Start ES Duration EF Finish --- WBSid Late LS Float LF Late Start Finish 11111---+1.. - 11 s lfl msm m1111m ··rr··· 11-11 UMIMIIII m1111111 1111___,____r--------+ 1111 11 1111 11.. m 111 ~ 111 111 - II Ill ml s Float = Late Finish - Early Finish or Late Start - Early Start 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 26 Float is the difference of the numbers between the forward & backward pass ~ i ~ Float or Slack -Virtual Conference: 1.1 Survey Total Float Free Float The amount of time that a scheduled The amount of time that a activity can be delayed or extended scheduled activity can be delayed from its early start without delaying the without delaying the early start of project finish date or violating a any successor or violating a schedule constraint schedule constraint.... --- Total Slack= Total Float Free Slack= Free Float Total Float = 5 Total Float = 5 Free Float= O 111111--------.11111111 Free Float= 5 --- 5 m m 5.... - -~ 111111111 1111___.___----- IIIIIIIEI.-. Total Float= 8 Free Float= 8 1111 a..m 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 27  Gantt Chart with MS Project - Virtual Conference: 1.1 Survey Use Automatic Set Start Date in Scheduling r !~ I Project Adjust timellne Information lnsertWBS column / 6 Task Mode w.... TaskName... Duration... Start... Prede-c~sors. Jan'ZJ 1 15 22 29 Ftb "Z3 5 12 ,, Mar·n 26 5 " Virtual Conference 123 days Mon 1/2/2: Wed 6/21/: ,, Feasibility 38days M o n 1/16/2:. W ed 3/ 8/ 23 1.1 ,. Survey 18days Mon 1/16/2:. W ed 2/8/23 1.1.1 Survey approach 2days Mon 1/16/21 Tue 1/17/23 36 1.1.2 Select app 5days Wed 1/18/2':. Tue 1/24/23 3 1.1.3 Create quest ions 11days Wed 1/18/2':. Wed 2/1/23 3 1.1.4 Input questions 4days Thu 2/2/23 Tue 2/7/23 5, 7 1.1.5 Text app lday Wed 1/25/ 2'; Wed 1/25/2'; 4 1.L l.6 Create distribution list 7days Wed 1/18/2':. Thu 1/26/23 3 1.1.7 Send survey lday lndenttasks to create Summary Tasks --z ·_·---~ Critical path in red Dependency defaults to FS Predecessors reference row 9 UN IVERSIT Y OF TO RONTO number on left ~ SCHOO L 0 1 CONT INU ING STUOIE~ 28 We do this because then when you delay one task, it will move the deadline of others Indicate the critical path in the predecessors column Only input duration - software will calculate start/end date The software will create the critical path for you This example was done in SmartSheet  Gantt Chart with Smartsheet - Virtual Conference: 1.1 Survey Set Start Date in I Add WBSto first task only Adjust timeline name Durat ion Finish Predecesso... Jan Dec 25 Jan 1 Jan 8 Jan 15 Jan 22 - 1.1 Survey 18d 01/02123 01/25/23 1.1.1 Survey approach 2d 01/02123 01/03/23 1.1.2 Select App 5d 01/04/23 01/10/23 1.1.3 Cre ate questions 11d 01/04/23 01/18/23 1.1.4 Input qu estions 4d 01/19/23 01/24/23 4, 6 1.1.5 Test app l d 01/11/23 01/11/23 3 1.1.6 Cre ate distribution list 7d 01/04/23 01/12123 / 1 1 7 Send survey....nz · Critical path in / ~ent tasks to red create Summary Tasks Dependency Predecessors defaults to FS reference row 9 number on left UN IVE RSIT Y OF TO RONTO ~ SCHOOL 0 1 CONT INU ING ST UOIE~ 29  Schedule Baseline Once the schedule is completed - Meets constraint dates - No resources are overallocated - Apply holidays and vacations - Add contingency Then baseline the schedule With a schedule baseline you can: - Compare actuals to the baseline to see if you are ahead or behind schedule - Forecast completion date Usually displayed as a Gantt Chart 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 30  Leads and Lags - Virtual Conference: 1.1 Survey A lead is the amount of time a A lag is the amount of time a successor activity can be successor activity can be advanced delayed For example For example You decide you can start You realize that you need to 1.1.4 Input questions 2 days wait 5 days for approval of before 1.1.3 Create the questions between questions is finished 3. Create questions and 4. Input questions 1.1.3 Create questions Lead 2 (11 days) days 1.1.3 Create 1.1.4 Input questions questions 1.1.4 Input (11 days) (4 days) questions (4 days) 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 31 Lead - is when you can start another task before its finished if parts are ready Lag - is when you must wait, e.g., for feedback, before moving to the next task  Resource Overallocation Resource Leveling: - Used when shared/critical resources are only available at certain times - May change the critical path Resource Smoothing: - Adjusts so resource requirements do not exceed predefined limits - Does not change the critical path 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 32  Schedule Compression If the Project must be completed by a fixed date, the CPM must be revisited to: - Review all original duration calculations - Review the original Network Logic - Consider increasing resource allocation to shorten activity durations (Crashing) - Increase work effort with existing resources - Look at possible Activity Overlaps (Fast Tracking) Any schedule compression will add risks to the project 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 33 What can we sequence differently - what can we move around Crashing - adding more ppl to a task to make it go faster, or overtime There is more risk when you shorten projects  Schedule Compression Approaches IC-2.3 Normal Activity Dependencies Activities are initially sequenced using relevant dependencies Crashing A Tasks are compressed by B providing additional resources C - = -~ ;; -.i Fast Tracking A Tasks are overlapped if "soft" dependencies allow for the overlap -- 9 UN IVERS IT Y OF TO RONTO ~ SCHOOL 0 1 CONT INUING STUOIE~ 34 ~i ~ Milestone Schedule - Virtual Conference Text based and includes important dates Milestone i=Mii:iii'ffil11MI Project start Possible to show baseline Members surveyed vs. actual dates Website created Suitable for executive Website launched presentations or Conference recorded gate reviews Video available -- Project completed - - 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 35  Gantt Chart - Virtual Conference....,ll..,..ll 0 !::,..... lffk"'-. 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