Develop Schedule Process

/Develop Schedule Process
Develop Schedule Process 2020-05-13T13:03:15+00:00

and now I want to ask you not ask you but I just wanted go through a rundown here I had my WDS and then I went I decomposed it into the activities I put them in order i sequenced them finish to start start to start and then i estimated the duration for each I almost have a schedule right there’s I mean what else is left I know the activities I know in which order I know how long I mean there there isn’t much left all I need to know to develop my schedule is to know my starting point and then I will know when my project finishes because I know the duration I know in which order they don’t up and I know which ones can overlap there isn’t much of what’s going to be left really so many things that you will see on the left hand side I think such as resource requirements you may need certain resources that you don’t have yet that would affect your schedule or you don’t have enough of them that would affect your schedule or the calendars of your resources just because you have activities back-to-back does not guarantee that that resource is actually available maybe they’re stuck in Germany and they can’t come who knows so availability of resources also you want to look at how many hours you allow working today are you going to allow overtime how many resources most of the times who the resources are how many are available to you are they in the vicinity of the project or do you need time to actually get them are there approvals that need to happen so there could be lots of things in your environment or in your processes that would affect the schedule but in for the process of physically actually creating the schedule there are some things that we look at and I’m going to show you in the next few slides one of the first things that we do is we do schedule network analysis meaning I’m going to review the whole schedule that I’ve put together a draft schedule initially to see if there is anything I can tweak about it because initially when we create the schedule we created based on what should have happened for is what’s next how long this technical person is telling me the activity will take but you know when I sort them out the way they gave them to me with the durations I may look at it and say hey this looks like it’s gonna take seven months I don’t have seven months for this project we only allowed three months and they’ll be like boss you know it’s not really possible you know they’ll be like yeah it is possible well what you will find out is that people went for the comfort zone they went for finish to start they did not really overlap the activities they wanted to be comfortable they did not and they also packed in a lot of extra time into their activities they added them so now what you have to do is you need to analyze that to make sure that you have all the right connections because I showed you previously that if I changed something from finish to start and I changed it to start to start and overlap the activities they would happen faster so I need to analyze this network and see what can be done to tweak it what doesn’t have to wait are the dependencies correct or not and by doing so what you’re doing really is this critical path methodology because the back to back sequencing of the activities is what gives you that you know critical path that cannot be missed and I will demonstrate that with clinic with an example really soon so we will use critical path we will use the early start and finish days the late start and finish dates don’t panic don’t worry don’t think too much about it I do have an exercise that I will show you what these things mean but we will need to analyze it we’ll need to think about the critical path but there are other things that we can do about that one schedule all right we can level for the benefit of you know resource let me show you what I mean take a look at this one chart that was produced in Primavera what you will see what you will see is that we have activities stacked up so these activities that you see here three activity is happening at the same time they translate to three resources needed at the same time so over here it’s pointing to 24 man-hours you familiar with man hours man days because if you not let me tell you what it is every working day in a project is a man day it’s not we’re not biased towards men has not to do it men it’s just man hours they just say man hours in mandates am a man day is about eight or nine hours and it’s what one man or woman can complete in one day but this call it mandate so here we see three activities at the top these three activities and they translate down in the bottom they translate to 24 man hours because every one person is eight hours so you see that it’s 24 man hours however the second set here where you see only two activities translates to 16 man hours and when we have only one activity it is 8 man hours and then it’s back to 16 man hours then it’s down to the end there to 8 man hours so what you have is a draft schedule that was initially put together based on finish to start stuff to start things like that but with no consideration for like a uniform number of people that wasn’t really the consideration it’s just based on dependencies and you can’t really leave it like this you need to clean it up you need to have some sort of consistency all through kits I can’t bring three people one day and then next day get rid of them or figure what they need to do down to two then down to one then back up to two this is just too much work for me to do and then go back down to one it’s too confusing to work that way and it would be better you would be better off if you have a uniform number of resources all through so this is what they mean by resource leveling what you want to do is you wanna level the resources to the best possible combination so the best leveling of this would appear to be maybe two people at all times and that would fill the gap that means these things the things that you see here will not necessarily happen at the same time and but I will have two people here so this may if I remove and the extra third person that will drag the work a little bit but it would fill that one nicely so if you look at the top here you will see this activity area being really doesn’t have anything dependent on it if I follow it all the way to here where area H area H is starting right there is no harm and taking area B activity and moving it down the line I can move it to here just above this area and it would have no impact because the next activity that really depends on it is down here so there is no harm if I push out this activity so what I’m going to do is I’m gonna click here and you’ll see that I have moved this activity over here and that relieved me of the need of having three people in the beginning and it kept it uniform at 216 hours here across all this is called a resource leavening if you’re using Primavera they have a button you can push to push it and it will level resources that it can level and usually when you level there’s a chance that you could extend some of these activities because you what you’re trying to do is having one number of people it could be two seven three whatever it is the most convenient or rational or reasonable number that you should have the system figures out this is a good average to have across all and it gives you that there is another thing that we do which is not resource leveling it is called resource smoothing now leveling and smoothing are both considered optimization resource optimization techniques in smoothing what you’re doing is you’re saying I have only to that’s it two carpenters so do not schedule more than two carpenters on any single day right so you’re limiting our capping the number of resources for that resource but that skill set to that many people because this is all you have this code resource smoothing right resource moving when you cap the number of resources for sure that or there’s a high chance that that’s going to extend your schedule more than you would like the better approach would be if you have the resources to add them but sometimes you have this limitation this is all you have and so you you don’t want to schedule more than what you actually have because it’s not really realistic so these are both resource optimization techniques there’s also risk considerations when you look at this chart I don’t want you to be scared it looks scary I mean Dracula he lives here so in this here what you’re seeing is the result of simulation that is done with Monte Carlo analysis I don’t want you to worry about multicolor right now because we will discuss this in risk management so you could factor in what if you know what if we added more people here what if things go wrong here you know consider all different scenarios that’s why they call it what if scenario analysis game you could consider that so that’s all we want to say about it at this stage you could review your leads and lags and you want more leads and less lags because lags they delay they put a waiting period whereas leads they speed up the project you could also apply compression techniques which means compressing the time on the project and we talked about one before which is fast tracking fast tracking is when you overlap the activities the one down here remember I was talking about painting the wall and installing the carpet I said you could do them at the same time that’s called fast tracking what you doing is you’re compressing the time frame by doing all the activities rather than doing them like this you’re saying let’s do them all at the same time so you’re compressing the time but that as I mentioned previous you would increase the level of wrists the one above they’re crashing crashing is when you add more resources however I think that only happens in the middle of the project where you feel you’re falling behind and you need to catch up or if you want you could say you know my activities the way they are will take that long let me add more resources and that’s going to speed up the delivery but mind you there’s the law of diminishing returns okay so but I could add more resources and that’s called crashing and that will speed up the activity crashing if you’ve ever seen the movie is an old one classic one called the wedding crasher a wedding crowd wedding crashers I think an old movie it’s a comedy movie a crasher is someone who comes in uninvited also a crash in an accident an uninvited bumping you know crashing so uninvited resources on the project unplanned for usually tend to be very costly so if you ever have to crash an activity by adding resources last minute it can cost you a lot of money now on the next screen we demonstrate what these two things mean let’s say this up on the top here is your normal scenario right I have five days that this one resource is doing I have another five days here and other resources doing another five days another resource is going so I’m using one resource per day five days each doing them back-to-back and this is taking me 15 days to complete all right now time is tight I want to speed it up so I decide to do fast tracking when I do a fast tracking this is what it looks like it’s the same five days being done by this person same five days done by the other person same five days by the third person but you will notice that we allowed for overlapping to happen here we allow for overlapping to happen here and that helped us speed up the project how many man days how many actual work days did we spend we still spent 15 days even though we finished in 11 days it is still a total of 15 work days and if you’re wondering why I’m still saying 15 days well obviously this guy still spent this five days this guy still spent five days this guy spent five days just because they overlapped we finished in 11 days but I’m still having to pay this guy five days five days five days there they have done 15 man days worth of work but because we overlapped we finished faster crashing is a little bit different you’ll notice that the first activity is not going for five days the second one is only going for four this is gone only for three and in the end we’re finishing in ten days but the reason we’re finishing fast on every activity is that we’re putting two people on each so that means I’m paying here let me undo all the drawings I am paying two people for three days to finish that activity we’re before was one person for five days which one is more expensive so when I’m crashing to speed it up I’m paying for six days worth of work essentially there’s two people times three days and also the second one instead of finishing in five days I finished in four days but I was paying for two people so really I’m paying for eight days essentially and here I’m paying for six days there’s two people all the time for ten days essentially thanks I’m paying for twenty days I could have paid for fifteen days if I just stuck with the original schedule and this is a demonstration of how crashing cost you more money all right in agile planning obviously it’s a little bit different they you know they plan small sprints and and I want to show you on the next stream how these iterations happen so take a look at this that they do in agile you’ll see that they have the work broken down into multiple releases over at the top so you have all these releases that they’re planning for and then they say for the first release the plan for it is that it’s going to happen in a certain number of iterations so they’re gonna do it bit by bit by bit for every iteration they say there’s going to be certain features that will need to be developed in every iteration so what you see here the ones in the bottom that are in purple these are all the things that are going to happen for a specific iteration here and every one of these features that you see and the bottom is going to have specific activities or tasks associated with them so these pertain to the first feature and all these features together so you complete these tasks on the bottom you complete that one feature you complete all these features and that one iterations complete complete all these iterations one release is complete complete all the releases and the whole project is done this is how agile training happens that’s how they do scheduling and all you really need to know is just high-level of the fact that releases go into iteration situations going to features which would have tasks inside of them and every task will be estimated for how long and this is how they come up with their students all right so as an output what you’re going to have is your schedule baseline with all the data meaning I will have you know a nicely developed schedule that shows durations and everything that’s all the data it will be called the project schedule the baseline is the approved one so if I will develop the schedule with all its data I’ll have on my calendars filled out I will know who’s going to be there and when I’ll update relevant documents actually before I update the relevant documents I’m going to take the schedule to my boss and get them to approve it once they approve it that becomes the baseline okay so at this point what we have is the scope baseline previously and now we have the schedule baseline if the boss signs off on it the last things is too long or too risky they may ask to tweak it and then once you do it in a way that they like it they will sign off on it and that becomes your baseline along with this we could develop you know we will have the schedule with the timelines we can have milestone charts because management doesn’t like to look at all the you know nice details that’s not really for them they actually like to look at milestone charts they want to know when major things are happening those are the diamonds that you see on the chart all right once you have that all you really need to do is keep it under control