Planning and Scheduling Professional Carlos Carranza Baez . Project Manager PIMP FMP PMP CCP PSP PRMP CPEM MEA First Edition SESION 3 Schedule Development KISS (Keep it Simple, Stupid) - A Schedule Development Principle cS Del Facilitador + Ingeniero Civil y Eléctico. + Mas de 15 afios de experiencia en gestin y direccién de proyectos. ‘© Experiencia internacional en proyectos de inversién en energias renovables (Peru y Chile) y explotacién minera (Costa Rica). @ + 5 afios de experiencia en programas y proyectos de desarrollo para el Ministerio de Energia y Minas (Fondos de! BM, COSUDE, NORUEGA), + Mas de 10 afios de experiencia en proyectos de inversion en la empresa privada. + Trabajo bajo los estandar de la International Organization for Standardization 9001, 10006, 14000, 21500, 45001 LABORAL ‘CERTIFIED PROFESSIONAL ‘AACE CCPPSP PRMP PMI PIMP PgMP PMP PMLRMP PHLSP POCENCIS) ASEM CPEM - MASTER MBAMGL + 7afios de experiencia ejerciendo la docencia en pregrado y posgrado. + Facilitador principal de los cursos CCP PSP PRMP en Certificate Project Control= Understand: PSP SESION 3 Objetives The Process of Crating the Schedule What is Scheduling What is Schedule Model What is Work Breakdown Structures The different Types of Schedule The process for define Activities How Make Estimating Durations Relationships of Activities What is CPM and LSM The Total Float and Free Float How the Constraints Affect the Scheduling Process How can we review the Schedule Quality What isthe right way to request feedback of the Stakeholder about the Schedule Key Concepts WBS Schedule Model Types of Schedule Types of Activities Estimating Durations Relationships What is CPM What is LSM What is Total Float What is Free Float What is a Constraints How the Schedule Quality* (1) A description of when each activity in a project can be accomplished and must be finished so as to be completed timely. The simplest of schedules depict in bar chart format the start and finish of activities of a given duration. More complex schedules, generally in CPM format, include schedule logic and show the critical path and floats associated with each activity. = (2) Atime sequence of activities and events that represent an operating timetable. The schedule specifies the relative beginning and ending times of activities and the occurrence times of events. A schedule may be presented on a calendar framework or on an elapsed time scale WHAT IS What is Scheduling? SCHEDULING? 28, Scnous Manrounce &ComROLNeSchedule Planning and Development cease no i = Sse py ‘coe . = Figure 7.2-1 Process Map for Schedule Planning and Development PSP SESION 3 , Z pees Again Planning & Scheduling Differences a * Planning ~The identication ofthe project objectives and the “The process of ientityng the means, resources, and acons necessary to ‘otderty acts necessary to complate the project he accomplish an objective, thinking at) and not tobe confused wih scheduling; the 2. Proposing the timing, sang (and possibly budget breakdown of work tobe done. ‘process by which the duraton ofthe project taskis applied fo 3. systematic arrangement of tasks fo accomplish an objective. the pan. involves answering the questions: a) What must be ‘done in the future foreach the project objective?;b) How twill ‘be done; Who wild if? And When it wl be done? + Sehedlng— Acero often cosh ety nape! 1. The oes of cameo grrr ine pln pret tine based Sorbo actmpltedand mstte aheloo sre Sanaa asd or oan anor ol Sanpwto/uely He nla chetoes opt how tat 2. Theptses doen wen poet sabes pz depending on Toate sa od ih ci ger aon dotted atom poset ses How compl ches gern CPfomat eae. Terecapon eal tna esc resaht whith wn sone way. Sea logcan shu Neon pv andfows accled ere be waco tpn with och ac 4. Trestomston suber f ie bul to, rd wan ay tot «rec anaan etsctvie anions tatvestan "tbh peal lon to mayer aces on ape on easly ‘operating timetable. Tho schedule species tho relative of resources. , beginning and ending times of activities and the occurrence 6 Seeman ‘best means for achieving a project's general and specific nsf vers Asch ma ba pusaredon cao 5 a ed cf oan ante psig has gud completo tho objectives ofan effort PSP SESION 3 , 7 peesSCHEDULE DEVELOPMENT Schedule Development = Once the project is defined and the contract awarded a detailed schedule of the work is developed. This detailed schedule is often based upon milestone dates and phasing information developed in the conceptual planning phase. The intent of the detailed schedule development is to model the processes that the stakeholders will use in the creation of the project. = Aschedule model is the planned effort necessary to complete the program/project successfully within the constraints and assumptions the parties have established. Based on this definition it is imperative that each of the stakeholders has a part in the design and review process for the schedule.Schedule Development = Starting with the initial schedule model from schedule planning, schedule development allocates the available resources (e.g., labor, material, equipment, etc.) to activities in the schedule model in accordance with cost and resource planning and alternative allocation criteria while respecting project constraints affecting the schedule (e.g., milestone dates, phasing requirements, etc.) Schedule development generally includes iteratively refining the schedule planning (ie., planned durations, means and methods, workflow sequence or preferential logic) in a way that realistically, if not optimally, achieves project objectives for time (e.g., milestones), cost (e.g., cash flow), and others (e.g., performance requirements). The primary outcome of the schedule development process is an asplanned schedule model that becomes the schedule control baseline for project control plan implementation (Section 8.1). PSP SESION 3 Schedule Development = Schedule development puts an emphasis on the practitioner's knowledge of the schedule model and skills with scheduling tools. While aspects of the schedule development process and tool usage are mechanistic and conducive to semi-automation, schedule development cannot be automated because itis a predictive process working with activity durations affected by uncertain working environments and resource performance. Nor should planners/schedulers rely solely on cloned schedule models; each schedule model must be carefully vetted so that the product truly represents the current project plan. Schedulers must have an understanding of probability concepts to be effective and, as with planners, experience on projects and an understanding of the activities, is of great value. PSP SESION 3INPUT & DATA (FROM PLANNING) The starting point for any schedule is the input of information developed during the planning process, The major sources of information required to enable initial schedule development. = Define Schedule Scope = Breakdown Structure Relationships = Schedule Specification = Feedback from Stakeholders Cost Estimate Model PSP SESION 3 Define Schedule Scope by Chris Carson = Responsibility: The scheduler is not responsible for defining the scope of the project, but he or she must develop a robust project schedule at the appropriate level of detail consistent with the level of available scope definition. Purpose: The role of the scheduler is to capture and interpret the available project scope definition and incorporate this effectively into project schedule development, such that the project schedule provides project management, stakeholders, and the project participants with a road map for how the project is to be executed. Default Condition: A project typically begins in the eyes of a customer, owner, or operator as not much more than an idea, with very little in the way of scope definition. As the project moves through its life cycle phases, such as consultancy, concept, feasibility, basic engineering, detailed engineering, procurement, and construction, the level of scope definition increases, which has a corresponding impact on the level and detail available for project schedule development.Define Schedule Scope by Chris Carson = Best Practice: The information available to enable the scheduler to review, capture, and interpret the project scope definition will be dependent on the phase the project has reached in its life cycle and the point at which the scheduler’s organization becomes involved. = Typical information might include: = Irrespective of the level of scope definition = Invitation to tender (ITT) or enquiry— available, a WBS must be prepared as the technical information framework within which the project schedule = Project business case is developed. It will then be clear whether = Scope statement (preliminary or detailed) there is sufficient scope definition to develop = Cost estimate (and classification) the schedule in its entirety. If this is not the = Work breakdown structure (WBS) case, the “rolling wave technique” must be = Risk register applied to schedule development. = Preliminary drawings and documents = Detailed drawings and documents = Installation quantities Define Schedule Scope by Chris Carson Rolling wave technique: A form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail at a lower level of the work breakdown structure, while the work far in the future is planned at a relatively high level of the work breakdown structure, but the detailed planning of the work to be performed within another one or two periods in the near future is done as the work is being completed during the current period. (PMI, 2004, p. 374). In the context of an engineering, procurement, and construction (EPC) project, AACE recommends Level 3 detail for the project schedule, with the caveat (if full scope definition is not available for the entire project life cycle phases) that the rolling wave technique can be applied. This is where Level 3 may apply to the detailed engineering/design phase, with the later phases for procurement and construction detailed to Level 1 or 2—which will be further detailed as scope definition becomes available.Breakdown Structures (WBS/OBS/CBS) 4. Work Breakdown Structure (WBS): a. Defining WBS by levels and elements. Awell-developed and b. Coding techniques. managed WBS, OBS and c. Activity coding. CBS are critical aspects to d. How WBS is used in schedule modeling and control. managing the project 2, Organization Breakdown Structure (OBS): schedule. The WBS and a. Defining OBS by levels and elements. OBS assist the project team b. Coding techniques. in defining the work c. Activity coding. packages and schedule d. How OBS is used in schedule modeling and control levels. The CBS is usedfor | 3, cost Breakdown Structure (CBS): tracking, reporting, and a. Intersection of WBS and OBS. controlling costs. b. How CBS is used monitor, report, and control costs as the work progresses (actual and forecasted schedule). Schedule Specifications = The schedule specification states the planning and scheduling requirements and purposes; level of detail required; reporting periods and capabilities; minimum and mandatory scheduling tools; initial schedule development; submission; phasing and milestones; changes; claims and disputes; ‘scheduler experience and qualifications; and other requirements that the owner-client deems appropriate for the specific project. The schedule specification defines who is responsible to prepare, maintain, and approve the schedule, as well as any required processes for these actions. The schedule specification may define sequencing; contract limitations; site restrictions; resource restrictions; weather constraints and assumptions; identification of and dealing with scope changes; submittal requirements; and any other requirements. Itis important that the scheduler understands the constraints and limitations of the applied scheduling software when developing the project schedule. Any tool on the market has some differences from the others.Schedule Specifications The purpose of a scheduling specification is to identify minimum requirements for: The scheduling = Key milestones and overall contract duration. specification is the basis for = Required phasing and sequencing. reporting. The schedule = Contractor's plan, means and methods. specification may identify = Cost and resource loading and reporting. the scheduling software to = Subcontractor and supplier integration. be used, schedule format, = Plan and schedule basis documentation cost and resource loading = Owner and client requirements such as goals and objectives, requirements, and reporting ability to monitor the contractor, and control required when requirements. Itis progress fails to meet contractual milestones and requirements. important that the scheduler understands the schedule software that is selected. ‘Schedule types and levels to be used and maintained. Reporting requirements: levels, frequencies, and formats. Scheduling software programs that are allowed, preferred, or required Feedback from Stakeholders If schedule design fails to create organization for the pursuant schedule development process then it has failed. Develop an organized approach to the schedule structure. The initial WBS, activity coding, calendars, resources, and cost accounts should be defined during the schedule design process, allowing for some iterative feedback from the schedule development process that follows. The input of the stakeholders, internal and external, is required during the development and maintenance of the schedule. The project team must understand the perspective of each ‘stakeholder, so that varying issues may be appropriately addressed and resolved Understanding the interests of the respective stakeholders in the schedule ensures that the ‘schedule will be inclusive, encompassing, and responsive to the stakeholders and the contract. Akey element of successful schedule development and maintenance is the scheduler’s knowledge of the stakeholders’ needs and desires. To get Feedback about the schedule development and maintenance process, we need to understand when and how the various stakeholders influence the project over all project phases such as design, construction, startup, testing, and transfer.Stakeholders fore a oe ‘Suppliers =) customers, Competitors = = —consutants— Lecattegional (=) Pn regulators — ) [RTERRAT] Project champion Team ‘Team . Government member member }/ Employeos at Project sponsor Users a Alectod = rject Boaray leet sering commitoes, Pam er SS Fingreisre Subcontractors Prosewe ‘soup —— Communities [EXTERNAL] ‘Stakeholders for a project (Adapied tom Gavin, 2005) Cost Estimate Model The cost estimate is a key building block for defining and developing the baseline schedule model. The cost estimate in conjunction with the baseline schedule will determine the initial project cash flow and resource allocations. The project team is responsible for providing the planner-scheduler with the cost estimate. The cost estimate is critical to understanding the project execution plan. This project execution plan identifies the means and methods and activities that the schedule model must represent. The cost estimate identifies and defines quantities and resources within the WBS/OBC/CBS that will be included in the schedule model. This allows for monitoring and controlling of the work in a consistent and reportable manner. The cost and resource-loaded schedule model forms a baseline for cash flow and resource management and change management purposes. The cost estimate model assists in developing and identifying the risks to meet the schedule requirements.CREATING SCHEDULE The Creating Schedule consists in: Types of Schedules Activities Durations Relationships Constraints and Calendars Cost and Resource Loading Milestones Schedule Quality Analysis and Compliance Review Schedule Basis Documentation PSP SESION 3 Types of Schedules ™ The project may dictate the type of schedule that may be developed to track progress. When reporting the schedule, the resultant is in graphical format and often does not depict the logic that is built into the schedule, Considerations: = Scheduling Methodologies = Schedule required by Stakeholders (Schedule Levels) = Earned value Management and reporting techniques = Avery clear example of different types of schedule used are the linear schedule which is used mainly for the repetitive tasks such as highway construction, or similar villas, etc. Non repetitive projects such as building a hospital for an example, a network schedule is used. The network is derived from logical relationships among activities. = Understand the various schedules types and how each may be best suited for application on a particular project. The type of schedule used is directly related to the size, scope, and complexity of the project's planning, reporting, management and controlling needs.Types of Schedules = Atkey times in the life of a project, the type of schedule may change from one format to another, such as from a graphical presentation to a simple list of requirements or visa versa. Types of schedules used during the life cycle of the project may include: Milestone schedule (Used mainly for higher management reporting during the project life cycle) Phase (Used mainly to communicate with different departments for an example an Engineering detailed schedule for the Engineering Phase) Area (Used to communicate mainly with the person andlor team responsible for this area) List: it can be work activity, punch list, commissioning (It is used mainly to communicate daily activities with the team or at the final phase of the project for more detailing) Control level schedules (It has been discussed and explained before) = Within the overall schedule, there may be a need to utilize other types of schedule, if required to address and convey critical aspects of the project. Common Schedule Level Descriptions Common Schedule Level Descriptions * Build Dow ¢ Level I: Milestone / Executive Master Summary schedule 5 a ‘One-pager, time scaled bar chart SCHEDULE LEVELS OF DETAIL - Level Il: Contract Master / Detailed Integrated schedule PO Otay UHH g CPM to plan, implement & control overall 7 i oes | CIAL) Level III: Area Master / Contract schedules CONSTRUCTION Control /2-3 Week Look-Ahead schedules Spreadsheets / Bar Chart field plans Level V: Daily / Hourly Work schedules Field supervision planning & execution listings * No industry standard — AACE developing Roll Up Control |Some comments to Schedule Levels Level (1) - Milestones / Executive Master Summary Schedule: ‘May include begin projec, design complete, purchase major equipment, mobilization .. ot, = Top management is usually interested in milestone level schedule. Level (2) - Contract Master /Detalled Integrated Schedule: * Include summary of engineering, procurement, major equipment fabrication and delivery, major structures, installation, star-up, and commissioning + As the detaled schedule is developed, it must be summarized to replace the independently developed project summary and milestone schedules. Level (3) -Area Master / Contract Schedules: = Display the lowest level of deta necessary to control the project = it supports determining and assigning resources Level (4) - Control/ 2-3 Wook Look-Ahead Schedules '= From 2to 6 weeks look-ahead schedule for planning, reporting, review assignments of curent week work plan "= Best use for communicating planning requirements to those performing work. Level (5) ~ Daily / Hourly Work Schedules += Ate prepared to communicate task requirements for completing activites identfied = Are usually considered working schedules that reflect hourly, dally or weekly work requirements Scheduling Methodologies Critical Path Method (CPM) Bar Chart (Gantt Chart) Method NANO Pec eh care T es) Critical Chain Method (CCM)Critical Path Method (CPM) Critical Path Method (CPM): The Critical Path Method (CPM) is a scheduling technique using arrow, precedence, or PERT diagramming methods to determine the length ofa project through activity and phasing modeling, which can then be Used to identity the activities and constraints on the critical path = Precedence Diagramming Method (PDM): In the Precedence Diagramming Method (PDM), the logic network is constructed using nodes to represent the activities and connecting them by lines that show logic relationships, The nodes (activities) can be circles or boxes. Activities that precede other activities are known as predecessor activities. Activites that follow other activities are known as successor activities. = Arrow Diagramming Method (ADM): Is a method of constructing a logical network of activities using arrows to represent the activities and connecting those head total. This diagramming method shows the sequence, predecessor, and successor relationships of the activities. In ADM networks, project activities are shown on the arrows, with a node or event at each end. Bare Advantages and Disadvantages of (CPM) Method Advantages: * tfigures out the activities which can run parallel to each other. = Ithelps the project manager in identifying the most critical elements of the project and optimize the project duration. * CPM provides demonstration of dependencies which helps in the scheduling of individual activities = An explicit and clear approach of communicating project plans, schedules, time and cost performance is developed Disadvantages = The critical path is not always clear in CPM. = For bigger projects, CPM networks can be complicated too. = Italso does not handle the scheduling of the resource allocation.Critical Path Diagram 1 3 1 B 32 * CPM Method 1. The series of tasks that must finish on time for the entire project to finish on time. 2. In a network diagram, the longest path from start to finish or the path without any slack, and thus the path corresponding to the shortest time in which the project can be completed 3. In a network diagram, the path with the longest duration 4, The line of project activities having the least float, especially when float is close to, or below, zero. 5, The route through the network that has only critical activities, 6. The series of interdependent activities of a project connected end-to-end, which determines the shortest total length of the project. 7. The path (sequence) of activities which represent the longest total time required to complete the project. 8. The longest connected route through the CPM network. 9. The sequence of activities through a project network from start to finish, the sum of whose durations determines the overall project duration. A delay to progress of any activity on the critical path will, without. acceleration or resequencing, cause the overall project duration to be extended, and is therefore referred to as a “critical delay.”Critical vs “Near-critical” = The project management term near-critical activity refers specifically to a project work schedule activity that is designated by the project team and or the project team leader as one that has been assigned the label of having a low total float. = This idea, that being one of a near-critical activity, can be applied with equal weight and equal occurrence to any particular work schedule activity and can also be applied to any particular work schedule network path depending on how the project team and or the project team leader see fit to designate. Bar Chart (Gantt Chart) Method Bar Chart (Gantt Chart) Method: The Bar Chart, also called a Gantt Chart, is primarily meant to control the time elements of a program or roject. However, since there are no direct relationship ties depicted i between the activities, itis not possible to directly eeess the impact of RTS ST SUS one activity on another or on the time of completion of the project. aaNet is UTEP UL) eT TTT)Advantages and Disadvantages of (Bar Chart) Method * Advantages = Easy to construct & easy to understand. = Gives earliest completion date. * Provides a schedule of earliest possible start and finish times of activities. = Disadvantages Lack of logical representation for complex projects. Does not show resource constraint. Gives only one possible schedule (earliest). Does not demonstrate the effects of delays in any ‘one activity on the start of another activity, thus on z the project completion time. Bar Chart Diagram Time Now = "Data Date”Linear Scheduling Method (LSM) Linear Scheduling Method (LSM): A scheduling method that consists of a simple diagram showing the location and time at which a certain crew will be working on a given operation. It is most suited for construction projects with few linear activities (usually with large quantities) that have to be done in the same order or sequence but can, and do, overlap (e.g., heavy construction projects, such as roads, earthwork, or utility piping). Line of Balance (LOB) Method: See Linear Scheduling Method (sm). PSP SESION 3 Advantages and Disadvantages of (Linear Scheduling) Method = Advantages Itallows seeing, in the middle of a project, ifi's possible to meet the schedule if they continue working as they have been It exposes process bottlenecks, allowing the project manager to focus on those points responsible for slippage. It keeps resources continuously at work. Provides further information on planned method of operations. Disadvantages = Activities do not often progress sequentially This approach often causes problems for construction managers. This method is not referred to as optimized for Operating Systems. PSP SESION 3Linear Schedule Diagram Time 24 6 8 10 12 14 16 18 20 22(days) SCHEDULE Project Evaluation Review Technique (PERT) Method Project Evaluation Review Technique (PERT) Method: Is a probabilistic technique, originally developed and used by United States. governmental agencies, for calculating the "most likely” durations for network activities. While no longer used strictly in that capacity, the underlying structure and techniques form the basis of modern schedule risk analysis How to Conduct a PERT Analysis: There are two main steps when determining the PERT Estimate, These two steps are: = Step 1: Determine optimistic, pessimistic, and most likely estimates = Step 2: Calculate PERT Estimate using the PERT FormulaAdvantages and Disadvantages of (PERT) Method Advantages: * Provides Program Managers information to evaluate time and resources on a project. Ithelps give them the necessary information to make informed decisions and set realistic schedules. Disadvantages: = The analysis can be highly subjective and influenced by a few outspoken team members. It also required a lot of time to continually update the analysis as a program progresses. The charts might not convey the financial picture of a project. PERT Schedule Diagram Fin Cpe a, a co ‘vo ‘0 eI ° \Critical Chain Method Critical Chain Method: A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. Critical chain focuses on the project schedule model activity and resource dependencies. The critical chain effectively eliminates most resource contention before the project starts and uses buffers for project control PSP SESION 3 Advantages and Disadvantages of (CCM) Method Advantages: = Is that the project manager is put in control of contingency and that it allows time to actif things slip. = The biggest advantage is the capability of delivering projects on time, or even earlier. Disadvantages: = The methodology defines the activity duration as the major factor affecting the ability to complete the project in time. External pressure, internal politics and distorting estimates to win the project is also relevant to finish before deadline, and should also be addressed, The methodology is nor supported by any major planning packages.Critical Chain Diagram S|S(MIT TF |S /SIM[T WIT IF |S |S (MIT Task? Task3 TIF [S/S |M\T. Activities = An activity has multiple components. Consider that an activity is the equivalent of a record in a database. Each record has multiple fields of data that define activity scope and characteristics for reporting and management of ‘the work. The minimum components for an activity are: = Aunique alphanumeric identifier. = Aunique descriptive name, optimally phrased as verb-object. = Aduration Individual activities have relationships and may have other attributes, such as: = Cost and resource loading. = Constraints. Project Charter 9 9 Sckcholder Rosser 9 Requirements Management Plan 9 9 9 2 Requirements Document 99 9 Fecuiements Taceably Mati 199 9 9 9 » Scope Management Pan 399 wow # Scope Statement Erererein 99 9 9 ww WSDiconary 9 9 ww Schedule ManagsmentPlan Errrererreryey 999 9 we ww www Actly Atrbutes Errrrrerrrrrtye eos 999 9 ww wm w Hetty Ouation Estimates 999 9 oe ww om om © NetWork Digram/Project Schedule [HGURE41: Document Flow From the Charter to the Schedule Waterfall)Activities The further breakdown of the WBS into work packages are further decomposed into activities, which reflect direct work or indirect work support. The activity must be in conformance with WBS, OBS and CBS. ‘The Schedule activity is partly developed from the cost estimate as each BOQ line item preferred to be linked to the activity assigned to it -this makes sure that the whole scope is covered as well better assigning of costs and better managing and controlling of project. There are some activities which are tasks resource dependents and others are not. There is summary activities such as Leveling up of the WBS, Hammooks, Grouping bands, Level of effort. For an example an activity to show all the concrete works in one level (which includes walls, columns and slab) can be in a hammock and grouping of hammocks can be done to show the whole concrete works in the project as an example. When the activities are detailed, defined, constraints applied and covers the whole scope, the process of linking the activities will be more logical Hammock or Level of Effort Hammock Activity: An aggregate or summary activity. All related activities are tied as one summary activity and reported at the summary level. It has no duration of its own but derives one from the time difference between the two points to which it is connected. The hammock activity does not affect schedule dates of the activities it spans. (June 2007) Summary Task: A task that consists of a logical group of tasks, called subtasks. Primarily used for reporting purposes. See also: HAMMOCK ACTIVITY. (October 2013) Level of Effort (LoE): LoE is a type of activity that reports on a fragnet of activities over a period of time. An LoE activity's duration is dependent on the time frame from its earliest predecessor and latest successor activities. The term level of effort is also known as Effort Activity or Effort Driven Activity. Apportinoned Effort: (2) Effort that cannot be readily measured or divided into discrete work packages, but its performance can be measured in proportion to other measureable efforts. (November 2014)Hard Logic and Soft Logic Preferential Logic - * (1) Contractor's approach to sequencing work over and above those sequences indicated in or required by contract documents. Examples include equipment restraints, crew movements, form reuse, special logic (lead/lag) restraints, etc., factored into the progress schedule instead of disclosing the associated float times. = (2) Modeling execution work flow in a CPM schedule using logic ties, constraints and other mechanisms contrary to the expected norm for that type of effort. May or may not be an attempt at float suppression, float ownership, or necessary to model the expected means and methods actually used in this instance more accurately. The term preferential logic normally has a negative connotation. (June 2007) = Mandatory Dependency - Dependency inherent in the nature of the work being done, such as a physical limitation. Used in hard logic. [8] (June 2007) * Logic, Hard - (2) Clearly understood work scope allows one to define work activities and logic with precision. The opposite of soft logic. (June 2007) Durations The linking of the activities forms the schedule. The primary charactestics of activities is to include an overall duration based upon resources (manpower, material, equipment), to be cost loaded, a start and a.completion date that is tied to a calendar according to the working days in the contract and in the country showing the national holidays, etc., and should be linked properly. Duration is the overall estimated time in which an activity is planned to be completed. This becomes the “Original Duration” for an activity and is an assigned element of the activity. Duration often includes multiple work elements within the activity scope. For example, the activity described as “Install concrete” may include the following processes: forming, rebar installation, concrete placement, formwork stripping, and concrete curing. The schedule duration, in part, is derived from the Cost Estimate Model and may be limited by the contract requirements or scheduling specification. Activity involves action; the activity should be uniquely identified with verb-object, e.g., “Erect steel,” “Prepare documentation,” etc. = In Bar Chart Diagram. An activity duration may be continuous or not continuous and the duration may include non working periods called necking.Estimating Activity Durations = Determining the duration of an activity is essential to schedule development. It is necessary to understand each element of the scope of the activity and its related time. Estimates of detailed work ‘element time intervals--along with understanding the usage, availability, and constraints of resources— are analyzed to calculate an activity's planned duration. Atried and true means of mathematically determining the duration Duration (time) = Work Quantity (units) + Applied Resources (units/time) Duration increases with the amount of work of the activity, and it decreases with additional resources applied to the work. However, this is only the initial calculation. As the plan and schedule development evolves, activity durations are adjusted for better-refined scope, resource ulilization, location considerations, and demonstrated crew productivity Duration it is an overall estimated time in which an activity is planned to be completed. To estimate the activity duration there are various methods, for example: Analogous, Bottom-up, Top-down, Delphi technique, Expert opinion, Parametric, Heuristics, Monte Carlo methods and PERT Formula. Estimating Activity Durations Techniques Analogous: = Description: Often the best way to estimate is to look for a similar project and use the estimates from that project as a starting point. = Pros, Cons, and Tips: Success here rests on finding as analogous a project as possible and analyzing how the new project differs from the model. Bottom-Up: = Description: This is the nose-to-the-grindstone approach. The PM and team estimate every work package in the WBS and then add them all together. = Pros, Cons, and Tips: While this may sound like the best way to determine a schedule estimate, it often is not feasible because = It's very time consuming. = It's hard to factor in dependencies between tasks. = The more individual estimates (and estimators), the greater likelihood of error.Estimating Activity Durations Techniques Top-down: * Description: This is high-level estimating. Only the big categories ofthe project are estimated (just the top nodes on the WBS), and those numbers are added together. This is related to analogous estimating, because PMs often use historical data from previous projects to come up with the high-level estimates. * Pros, Cons, and Tips: This is a much faster process than bottom-up, and it can be very accurate, depending on the degree of skill and experience of the estimator and the quality ofthe historical data Delphi technique: = Description: Keeping estimators’ numbers anonymous can elicit the most honest estimates possible. = Pros, Cons, and Tips: This method is often used when people are reluctant to give honest numbers in front of their peers. A common scenario is when no one wants to tell a senior manager, who is very attached to his or her own idea, what he or she may not want to hear. Estimating Activity Durations Techniques Expert Opinion: = Description: When the PM recognizes that an expert can provide a better estimate than the team can come up with, a subject matter expert is brought in. = Pros, Cons, and Tips: It takes money to make money, so if an expert can give you a better estimate, sometimes this can translate to many dollars saved and a more successful project. Many consulting companies provide estimating as one of their service offerings. You might be pleasantly surprised how much an outside consultant may know about an area that is very new to you!. Parametric: = Description: In some industries, published figures (parameters) can be used as bases for estimation. For example, in construction, there might be a guideline for the length of time it typically takes to build a minimal with seven stores in Nebraska. = Pros, Cons, and Tips: If your project is in an industry supported by published estimates, parametric estimating is usually the way to go. These numbers are based on a great many similar projects that were done in the past.Estimating Activity Durations Techniques Heuristics: = Description: Rules of thumb based on your own personal experience and trial and error are used to develop the estimate; for example, “Our team typically takes about three months to do this kind of work.” = Pros, Cons, and Tips: Although it sounds loose, this kind of estimating can be very accurate when you know your team’s capabilities well and have strong hands-on experience with the kind of work involved. Monte Carlo Method: = Description: Software tools are used to help with estimating, based on Monte Carlo algorithms. Rapid number-crunching on ‘what i scenarios can provide ranges of estimates accompanied by probabilities for coming in on certain dates (e.g., 80 percent likely to complete by October 1, 90 percent likely by October 15.) = Pros, Cons, and Tips: PMs who do a lot of estimating often rely a great deal on Monte Carlo tools. You may find a Monte Carlo tool specific to your industry that supports your scheduling tool of choice, such as MS Project. Estimating Activity Durations Techniques PERT Formula: = Description: For this formula, three inputs are used: P, O, and M. P is for pessimistic (the longest time estimate or the most costly dollar estimate), and O is for optimistic (the shortest time or the lowest cost). Mis trickier and is the key variable with the formula, It's for "most likely" (also known as “most realistic’) This one is aa judgment call by the PM, meaning the number the PM or team consider to be the best guess. There are 2 variations of the PERT formula: = Variation 1 PERT estimate = (P + 4M + 0) /6 (the three are added up and averaged, with a weighting factor of four applied to M) = Variation 2 PERT estimate = (P + M +0) /3. (the three are simply taken as a straight average) = Pros, Cons, and Tips: = In Variation 4, there are three variables: P, M, and O, but because M is counted four times, i's as if there are six Variables: P + M+ M+M + M+ 0, So to average them, we divide by six. Both versions of the PERT Formula are also referred to as “three-point estimates.” Variation 1 is also called Beta Distribution, and Variation 2 is also called Triangular Distribution, based on the statistical resultsRelationships Relationships between a series of activities form the schedule. (Technically, the schedule is created when prospective dates are assigned to early or late start and finish events of the network.) The simple logic network is the fundamental tool for building a schedule that reflects the plan for completing the project. As schedule activities are linked by relationships the critical path is formed. Revising the logic and relationships between the various schedule activities may have an affect on the schedule and the critical path, |s important Understand: = How to transform an execution plan into a network schedule model. The schedule model must account for stakeholders and contractual needs and requirements. How the use of various logic relationships, calendars, milestones, and hammocks, are used to create aschedule model. The schedule model, in addition to meeting the stakeholder needs, must be able to accommodate change and change management. How the different logic relationships or sequencing between activities and their lags have an effect on the schedule, critical path and the work to be performed. Relationships Every activity must have a predecessor and a successor activity with the exception of the first and last activities. The first =o a 2 activity will only have one or Seer a ae — more successor activities. The eae: 4 an ta wen * ited last activity will have one or more predecessor activities. Relationships provide a logical link or connection between two or more activities in a schedule. = When a chain of activities of the longest duration are linked together, they define the critical path in a project schedule. Howe Activity and event typesLogic “loops” out sequences = Retained Logic - One of two types of logic used to handle activities that occur ‘out of sequence. When used, scheduling software schedules the remaining duration of an out-of-sequence activity according to current network logic — after = Out-of-Sequence Progress - Progress that has been reported even though its predecessors. activities that have been deemed predecessor in project logic have not been = Loop/Logic Loop - A circular sequence of dependency links between activites ina network, Creates an error in network logic resulting from successor activities, also being a predecessor tothe activity in question, Also known as circular logic. Logic loops can be very frustrating and time consuming to eliminate in complex network schedules. (June 2007) completed. Scheduling software may include a “switch” to turn on or off how the Progress Override - One of two types. calculations deal with out-of.sequence progress, (June 2007) of scheduling software logic used to ™ Dann acy na arches tr pate oss CO oe an activity wth out-oF sequence progress as = Open-Ended Activities -CPM activites that donot have a predecessor ora though it has no predecessor constraints, successor may be said o be “open-ended.” Aside from the one activi staring __itsremaining duration is scheduled to the CPM network and the last activity in that network, open-ended activities start immediately, rather than wait for the “reak’ the logical network and may not exhibit correct float calculations. (March activities predecessors to complet. 2010) Forward Pass The forward pass through the network determines each activily’s ES and EF and the project's duration or the earliest date a project can finish 146-1212 7 [03 12 6 146-126 r 54 ~ -—T) 1445-1218 4 [io] 6 14 [105] 18 6 5 “fot e— [12)" [44,4 _[17].. A forward pass calculates the Early Start (ES) and Early Finish (EF) of each activity Time begins at "Time 1” and defines ES of first activity. : Activities start the day after the finish of their predecessors, EF time of Activity = ES + Activity Duration ~ PSP SESION 3Backward Pass In the backward pass, the latest allowable start and finish times for each of the activities are calculated, observing the following rules: “4, ‘The LF ofthe terminal activity in the network is either assigned as 13-6 +128 7 [103[ 42 being equal to its EF or assigned sé] the value established by the contract documents. The LS of an activity is its LF, ‘minus its duration, plus one. The LF for all other activites is equal tothe numerically smallest LS of succeeding activites, minus one day. Where two or ‘more activities burst from or leave an activity, the numerically Backward pass calculates the Late Finish (LF) and Late Start (LS) of each activity. smallest LS of the successor Start with terminal activity of network. activities, minus one day, is the Activities finish the day before the start oftheir predecessors. LF of the activity in question, LF time of Activity = LS - Activity Duration + Bare Understanding Floats * Float in project management is the amount of time that a terminal element in a project network can be delayed by, without causing a delay fo subsequent terminal elements (free float) or project completion date (total-float. acd cay * Free float is defined as the amount of time that the * Any further delays to any activities in this chain will completion of an activity can be delayed without result in a delay to the project's completion, delaying any other following or succeeding activity. * Total Float is shared by the activities in a chain, For * Free float is equal to the difference between an this reason, itis a better indicator of the float time an activty's EF and the ES of the following or succeeding activity possesses. It is cautioned that TF is shared. activity minus one. In the event that two or more * Total Float (TF) is defined as the amount of time that activities succeed or follow an activity, the succeeding —_—_the completion of an activity can be delayed without activity with the smallest ES is used to determine the delaying the completion of the project's terminal activity free float amount. The Free Float of an activity activity. Total Float is equal to the difference is equal to the smallest value between the activity in between the activty's LF and EF, or the difference question and all succeeding activities minus one. between the activity's LS and ES.Total Float Total Float 1. The maximum number of work periods by which an activity can be delayed without delaying project completion or violating a target finish date. 2. The amount that an activity can be lengthened without delaying the project completion, assuming that all other activities are done in their normal time. 3. The amount of time (in work units) that an activity may be delayed from its early start without delaying the project finish date. 4. The excess time available for an activity to be expanded or delayed without affecting the rest of the project, assuming it begins at its earliest time. 5. The amount of time that an activity may be delayed beyond its early start/early finish dates without delaying the contract completion date. Negative Total Float 1. Expression sometimes used to describe the time by which the duration of an activity or path has to be reduced in order to permit a limiting imposed date to be achieved. Negative-total-float only occurs ‘when an activity on the critical path is behind schedule. Free Float Float 1. The difference between the time available for performing a task and the time required to complete it. . Available time for activity execution less the time taken by the activity. .. The amount of time that an activity can slip past its duration without delaying the rest of the project. The additional time available to complete non-critical activities or work items without affecting the critical path 5. The amount of time that an activity may be delayed from its early start without delaying the project finish date. 6. Ameasure of the time flexibility available in the performance of an activity. 7. The flexibility that an activity has versus the critical path. See total-float and slack. 8. The time available for an activity in addition to its planned duration. See free-float and total-float. fen Slack 1. Term used in PERT for float. Originally the flexibility in the dates of an event in an activity-on-arrow network (i.e., late event time/early event time). 2. In PERT, the scheduling flexibility available for an event, equivalent to total-float in CPM.Total Float and Free Float Project Activity Path | roar” | —— [ Critical Path No Float “Activity Float” Orin CPM scheduling parlance “Total Float” (TF)is most common ‘meaning of term “Float” ___ ee. Contractor's right to finish early Contract Mandated ‘Completion Date PSP Si CPM Method ‘The series of tasks that must fish on time for the entire project ofnish on time. In a network diagram, the longest path from start to finish or the path without any slack, and thus the path corresponding to the shortest time in which the projec can be completed. Ina network ciagram, the path with the lngest duration The line of projec activities having the least float, especially when floats close to, or below, zero. ‘The route through the network that nas only cca activites. ‘The series of interdependent activities ofa projact connected end-to-end, which determines the shortest total length ofthe projec. ‘The path (sequence) of activites which represent the longest total time required to complete the project. ‘The longest connected route through the CPM network ‘The sequence of activites trough a project network from start ofrish, the sum of whose durations determines the overall project ‘uration. There may be more than one ctical path depending on worktfow logic. A delay to progress af any activity on the crcl path wl, without acceleration or resequencing, cause the overall project curation tobe extended, and is therefore referred to as @ “critical delay.” 410. In project management, a crtical pats the sequence of project network activities with the longest overall duration, determining the shortest time possible to. complet the project. Any delay ofan activity onthe ctical path directly impacts the planned project completion date (.., there is no float onthe ical path). Aproject can have several, parallel crical paths, An addtional parallel path through the network with the total durations shorter than the cca paths called a sub-cttical or non-real path PSP SESION 3Constraints . Arestriction that must be balanced with all other constraints to achieve project success. The four primary and universal project constraints are scope, quality grade, time and resources. . Arestriction or limitation you set on the start or finish date of a task. factor that will limit the project management team's options. For example, a predefined budget is a constraint that may limit the team’s scope, staffing, and schedule options. . Ageneric term for factors affecting the possible start and finish dates of an activity, including logic and imposed dates. . The state, quality, or sense of being restricted to a given course of action or inaction. An applicable restriction or limitation, either internal or external to the project, that will affect the performance of the project or a process. For example, a schedule constraint is any limitation or restraint placed on the project schedule that affects when a schedule activity can be scheduled and is usually in the form of fixed imposed dates. A cost constraint is any limitation or restraint placed on the project budget such as funds available for overtime. A project resource constraint is any limitation or restraint placed on resource usage, such as what resource skills or disciplines are available and the amount of a given resource available during a specified time frame. 1 3. Constraints Imposing a constraint on an activity while creating the schedule might affect how the forward and backward calculation is calculated according to how strict the constraint is as well, for an example must start on or must finish on constraint are the most strict constraints which might affect the total float ofthis path as well . Constraints include limitations and prescriptions for when events must or must not yet occur that affect the logic of a schedule model. Constraints may include resource limits or usage profiles. Constraints must be carefully considered and used only when appropriate. The scheduler should remember that application of any constraint will either = extend the duration of the project or = have no effect on the project duration. Correspondingly, removal of any constraint will shorten the duration of the project or have no effect on the project duration. Importantly, unnecessary or inappropriate constraints included in the network, or failure to include essential constraints, may create or define an artificial critical path and eliminate the true critical path.Calendar 1. Calendar definition is another organizational tool available to schedule designers. Work may proceed in multiple shifts on some activities. Contractors may work four, five, or six days per week. Work outside may be affected by weather, while administrative, design, procurement, and other interior work can proceed without impact. Particularly in the construction industry, planning for adverse weather is an important element of schedule design. 2. Why are multiple calendars used on a project? Multiple calendars are used to depict various workday scenarios or conditions that can occur on a project. For example, a project may have the following calendars: 5-day work week, 7-day work week, and exterior calendar to reflect weather days, seasonal, and weekend only work. 3. Project calendars are formulated to reflect specific events, long-running conditions, or circumstances associated with a project. A project calendar is assigned individually or globally to each activity, so that the duration of the activity may be allocated based on the characteristics of the calendar. 4. Activity, calendar and resource constraints will create discontinuous float paths. The path with the least Total Float value is called the critical or longest path. When analyzing near-critical paths it is important to review how the constraints interact with schedule calculations to give false impressions of criticality. Cost/Resource Loading 1. Cost and resource loading incorporates the activity cost estimate and the project execution plan into the schedule model. 2. WBS and OBS are fundamental elements used to assist in resource and cost loading. It becomes the basis for resource leveling and scheduling the initial cash flow. 3, For sure some schedulers front-end their cash flow at the beginning of the project to have more cash at the beginning 4, Cost and resource loading processes are key elements of complex schedules. There might be some constraints imposed affecting the resource or cost loading. 6. Cost and resources loaded/allocated schedules should be monitored carefully and understand how to calculate different reports showing the progress & the forecast. 7. Cost and resource loading processes are key elements of complex schedules. Know how resource assignments are developed and loaded into the schedule, Understand how schedule status reporting reflects the cost and resource elements of activities,Cost/Resource Loading = Resource Leveling — Any form of network analysis in which scheduling decisions are driven by fresource management concerns (e.g., limited resource availability or difficult to manage changes in resource levels). (June 2007) = Resource Smoothing - Process of rescheduling activities such that the requirement for resources does not exceed resource limits. Smoothing is a type of resource leveling, except that the project completion date may not be delayed. Activities may only be delayed within their float. (June 2007) = What is resource leveling? Leveling is the smoothing of resources is to better allocate use of resources and avoid peaks or valleys and will utilize the available float of the activity. = For network activity schedule models, schedule analysis will identify float values for non-critical activities, determine implications of “what-if scenarios, and monitor and control the schedule. Schedule analysis assists in resource and cost loading and leveling review. = Understand the basic concept of manually resource leveling a schedule model, considering all the resource constraints. Those constraints may be imposed by stakeholders or the contract and be internal or external to the project. Milestones = Milestone have a duration of zero days. = Milestones are key events dictating an important start or finish of a series of activities. Ex. Project start, MEP sign-off, substantial completion. = Milestones are either project imposed or contractual requirement or an internal metric for progress of the project in part or whole. In all schedule milestones should be agreed with all key stakeholders prior to approval of the baseline schedule. * Milestones can be tied to payments as well. Usually higher management cares more of the milestones of the project rather than going in details. = |f the milestones are monitored carefully during the project execution and making sure that the delay reasons if any are being corrected once it shows this will make sure a successful completion of the project in time.Schedule Quality Analysis * Schedule quality analysis is an integral part of developing and reviewing a baseline schedule. It proves that all of the scope is covered and sequenced correctly, The analysis is an iterative process that continues during the live of the project; some logic might be changed during the updating of the program to make sure that the project depicts what is actually on site. = Schedule quality analysis is accomplished by the interaction of all the stakeholders to resolve issues and choices that may be in conflict. The key interactive relationships are among time, cost and quality; is the schedule depicts all the scope and sequencing is reasonable, is the resources assigned can finish the project on time, is the cash flow acceptable by all the key stakeholders, what is the risk of the schedule, does it has several critical paths. = The schedule quality analysis and compliance review process is dynamic and interactive throughout the project. Effective use of the techniques is most important in the development phase of the schedule and remains relevant to all reviews and changes to the work. Schedule Quality Analysis = Schedule quality analysis is multi-leveled, interactive, and repetitive. The key interactive relationships are among time, cost and quality. = Questions for schedule quality analysis include these: 1. Is the critical path reasonable? 2. Are there multiple critical paths; or could there be, if a few non-critical tasks are delayed? What activities are near-critical? Does the work flow as planned? Are there space or safety conflicts between concurrent activities? Is there an excessive amount of work being done at any one time? Are there resources enough to support all concurrent activities? Can subs and suppliers meet the schedule? Are any activities scheduled out of season? = The schedule quality analysis and compliance review provides means to resolve issues between stakeholders and proves the representation of the scope of work. PeEnownasSchedule Basic Documentation = The baseline schedule documentation is recorded from the assumptions, constraints, parameters-as well as from the contract and supplementary documentation that goes into the development of the baseline schedule; access plan, TC plan, logs with planned dates, etc. = The baseline schedule documentation includes a narrative that describes the baseline documentation including the critical path, the key characteristics of the schedule model, key milestones. = This documentation provides the foundation for schedule change or delay and impact identification and management. The narrative and the supporting documents helps the non-planner or non- schedulers to read the schedule better and develop a better understanding of the scope representation. = Changes is inevitable in projects. With the documentation in place, it helps in tracing the changes with significant variance from the baseline schedule. * The revised baseline must include the supporting documents to support the change made to the schedule; ex. Variation orders, letters, transmittals, RFls, all documents that led to that change. = The baseline is always updated through out the project life cycle. UAE eth hy REVIEW -AS APPLIED INWE NEED MORE INFORMATION? Recommended Practices Schedule Best Practices 91R-16 Schedule Development 20-03-2018 \ 23R-02 Identification of Activities 03-05-2007 32R-04 Determining Activity Durations 14-01-2012 27R-03 Schedule Classification System 12-11-2010 48R-06 Schedule Constructability 28-08-2009 37R-06 Schedule Levels of Detail 20-03-2010 93R-17 Schedule Logs 18-04-2018 89R-16 Management Summary Schedule 18-10-2017 24R-03 Developing Activity Logic 26-03-2004 49R-06 Identifying the Critical Path 05-03-2010 92R-17 Analyzing Near-Critical Paths 18-10-2017 61R-10 Schedule Design-As Applied in Engineering, Procurement, and Construction 11-10-2013 PSP SESION 3Recommended Practices ‘Schedule Risk Analysis 40R-08 Contingency Estimating-General Principles 25-06-2008 7OR-12 Principles of Schedule Contingency Management-As Applied in Engineering, Procurement, and Construction 16-10-2013 75R-13 Schedule and Cost Reserves Within the Framework of ANSI EIA 748 24-10-2014 57R-09 Integrated Cost and Schedule Risk Analysis Using Monte Carlo ‘Simulation of a CPM Model 2019-07-09 ‘413R-20 Integrate Cost and Schedule Risk Analysis and Contingency Determination Using Combined Parametric and Expected Value 64R-11 CPM Schedule Risk Modeling and Analysis Special Considerations 02-05-2012 65R-11 Integrated Cost and Schedule Risk Analysis and Contingency Determination Using Expected Value 02-05-2012 66R-11 Selecting Probabilty Distribution Functions for use in Cost and ‘Schedule Risk Simulation Models 24-08-2012 Recommended Practices Schedule Quality Analysis 38R-06 Documenting the Schedule Basis 18-06-2009 78R-13 Original Baseline Schedule Review-As Applied in Engineering, Procurement, and Construction 23-10-2014 CPM Ss (ut AND. NSSWHAT ARE WE MISSING? What is Pending Estimating Activity Durations Exercises C} EU TRS TEs rat C} ST CR ia UC Schedule Risk Analysis ExercisesACTIVIDAD NO PRESENCIAL Actividades No Presenciales 1. Leer Practicas Recomendadas No se dejen acumular Actividades No = 55R-09 Analyzing S-Curves 10-11-2010 presenciales. ‘= 50R-16 Trending and Forecasting of CPM Schedules 27- + Lor RP 14R-90: Required Skils and Knowledge of PSP Certified + Leer Section 3 (S8K) Planning and Scheduling + Leer Section 4 (S8K) Progress and Cost Control 02-2019 = 90R-17 Statusing the CPM Schedule - As Applied in Construction 19-03-2018 = 53R-06 Schedule Update Review - As Applied in Engineering, Procurement and Construction 14-08-2008 = 82R-13 Eamed Value Management (EVM) Overview and Recommended Practices Consistent with EIA-748-C 04- 05-2017 = 54R-07 Recovery Scheduling -As Applied in Engineering, Procurement and Construction 19-11-2010 = 1148-20 Project Historical Database Development Examen 1. Diagnostic, (Time 3% horas) Recommend Practices for: ‘+ Project Planning ‘+ Schedule Development ‘+ Schedule Maintenance & Controling PSP SESION 3