Presentation on theme: "Developing the Schedule"— Presentation transcript: 1 Developing the Schedule Show
2 Chapter Concepts Estimating the resources required for each activity 3 Learning Outcomes Estimate the resources required for activities 4 Project Integration Management Project Time
Management
5 Cost Contingencies, Development Basis, and Project Application
6 DOE Announces the Completion of Cleanup Activities at GE Hitachi Nuclear Energy’s Vallecitos Nuclear Center Background Key Success
Factors , DoE accelerated cleanup of Rocky Flats, CO site Original plan 65 years $37 billion Resulting cleanup 6 project managers 54 years ahead of schedule $30 billion in cost savings Applied lessons to Vallecitos cleanup in CA; more in future Clear vision of the end state Alignment of government agency and regulators Sufficient site
characterization to have accurate information for baseline and scope planning Funding support Fixed-price contracting with incentives for total project performance Management of the contract instead of the contractor Continued focus on the goal Vignette B: DOE Announces the Completion of Cleanup Activities at GE Hitachi Nuclear Energy’s Vallecitos Nuclear Center From 1995 to 2006, the Department of Energy was focused
on the accelerated cleanup of the Rocky Flats nuclear weapons production site in Colorado. The original plan called for 65 years and $37 billion to remove the contaminants, including buildings and remaining chemicals. Under the leadership of six different project managers, the site exceeded its goal by finishing 54 years ahead of schedule and with more than $30 billion in cost savings. The key success factors were: A clear vision of the end
state Alignment of government agency and regulators Sufficient site characterization to have accurate information for baseline and scope planning Funding support Fixed-price contracting with incentives for total project performance Management of the contract instead of the contractor Continued focus on the goal These lessons learned were applied to the Vallecitos Nuclear Center in California.
The Department of Energy will also apply the lessons to the clean-up of the 1.5 million cubic meters of solid waste and 88 million gallons of liquid waste from nuclear production to be generated in upcoming years. 7 Estimate Activity Resources
8 Estimate Activity Durations 9 Estimate Activity Durations 10
Establish Project Start and Finish Times 11 Develop Project Schedule 12 Earliest Start and Finish Times 13 Earliest Start and Finish
Times 14 Earliest Start and Finish Times Calculation 15 Schedule Table ES and EF
16 Latest Start and Finish Times
17 Latest Start and Finish Times
18 Latest Start and Finish Times Calculation 19 Schedule Table LS and LF 20 Total Slack Sometimes called float 21 Critical Path Longest path in the overall network diagram 22 Critical Path Through a Project 23 Change in Slack for Critical Path
24 Free Slack Time a specific activity can be postponed without delaying the ES of its immediate successor activities
Calculation Find lowest of the values of total slack for all the activities entering into a specific activity Subtract that value from the values of total slack for the other activities also entering into that same activity Free Slack Free slack is the amount of time a specific activity can be postponed without delaying the earliest start time of its immediately succeeding activities. Free slack is calculated by:
Finding the lowest of the values of total slack for all the activities entering into a specific activity Then subtracting that value from the values of total slack for the other activities also entering into that same activity 25 Total Slack Compared to Free
Slack 26 Total slack for Activity 7 = 50 27 Is there any free slack here? Calculation 28 Bar Chart Format Gantt chart tool for planning and scheduling
29 Project Control Process
30 Effects of Actual Schedule Performance 31 Incorporate
Changes into Schedule 32 Update Project Schedule
33 Control Schedule Schedule Control Steps Actions 34 Scheduling for Information Systems Development
35 Project Management Information Systems 36 Critical
Success Factors 37 Critical Success Factors (continued)
38 Summary The scheduling function depends on the planning function. 39 Summary (continued) The critical path is the longest (most time-consuming)
path of activities in the network diagram. The key to effective project control is measuring actual progress and comparing it to planned progress on a timely and regular basis and taking any needed corrective action immediately. Actual progress—whether faster or slower than planned—will have an effect on the schedule of the remaining, incomplete activities of the project. Any type of change—whether initiated by the customer, the contractor, the project
manager, a team member, or an unanticipated event—will require a modification to the plan in terms of scope, schedule, and/or budget. Schedule control involves four steps: analyzing the schedule to determine which areas may need corrective action, deciding what specific corrective actions should be taken, revising the plan to incorporate the chosen corrective actions, and recalculating the schedule to evaluate the effects of the planned corrective actions. One of the
most important factors in effective scheduling is estimating activity durations that are as realistic as possible. The critical path is the longest (most time-consuming) path of activities in the network diagram. The key to effective project control is measuring actual progress and comparing it to planned progress on a timely and regular basis and taking any needed corrective action immediately. Actual progress—whether faster or slower than planned—will
have an effect on the schedule of the remaining, incomplete activities of the project. Any type of change—whether initiated by the customer, the contractor, the project manager, a team member, or an unanticipated event—will require a modification to the plan in terms of scope, schedule, and/or budget. Schedule control involves four steps: analyzing the schedule to determine which areas may need corrective action, deciding what specific corrective actions should be
taken, revising the plan to incorporate the chosen corrective actions, and recalculating the schedule to evaluate the effects of the planned corrective actions. One of the most important factors in effective scheduling is estimating activity durations that are as realistic as possible. 40
Probabilistic Activity Durations 41 Activity Duration Estimates
42 The Beta Probability Distribution
43 Probability Fundamentals 44 Normal Probability Distribution
45 Example Project Example Project 46 Example Project: Probability Distribution 47 Example Project: Probable Finish Times 48 Calculating Probability 49 Example Project: Probability Distribution 50 50% 68% 95% 99% 50% 42.922% Should determine the priority with which concentrated efforts are applied?The amount of slack should determine the priority with which these concentrated efforts are applied. The path with the most negative slack should be focused on because it is the path most seriously impeding the progress of the entire project.
When developing a project schedule what should you start with quizlet?Terms in this set (26). Determine tasks.. Sequence tasks.. Allocate resources.. Determine task durations including start and end dates.. Determine milestones.. Construct the schedule.. Determine the critical path.. Set the baseline and obtain approval.. When the customer requests a change the contractor or project team should estimate?Throughout a project, changes should always be resisted if they have an impact on the schedule. 11. When the customer requests a change, the contractor or project team should estimate the impact on the project budget and schedule and then obtain customer approval before proceeding.
Why is it a good practice to have the person who will be responsible for performing a specific activity estimate the duration for that activity?The person who will be responsible for performing the activity should estimate the duration for that activity. This generates commitment from the person. The estimated duration for an activity must be based on the types and quantities of resources required to perform the activity.
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