Other related sections of the PMKI:
- Schedule Strategy,
Planning & Design
- Schedule Development & Time Analysis
- Resource & Costs Analysis
- Authorizing & Maintaining the Schedule
- Schedule Risk Assessment
- Scheduling Complexity & Mega Projects
- Schedule Quality Assessment
Both are designed as a course-in-a-book to provide
practical training and guidance to individuals and
organizations involved in developing or using, either
earned value management, or CPM schedules based on the
Critical Path Method (CPM).
Easy CPM is designed to act as a reference
and practice guide for people implementing CPM scheduling
after they have learned to use the CPM scheduling software
of their choice.
See more, free preview and buy ($35, immediate download).
Easy EVM is designed to provide practical
guidance to people, and organizations, involved in either
implementing an earned value management system, or using
information created by an earned value management system.
It provides guidance on concepts, responsibilities,
integration, and processes, for the implementation and use
of earned value management based on ISO 21508.
See more, free preview, and buy ($35, immediate download).
DP: A Guide to Scheduling Good Practice This free paper provide guidance on generally accepted good practices for the development of an effective schedule as the project progresses from feasibility, to planning, to execution and control. It describes the work undertaken by a scheduler to create a technically correct, 'dynamic schedule' and is consistent with the PMBOK® Guide and the PMI Practice Standard for Scheduling. Open the paper.
The need for good scheduling practice: The disastrous state of schedule practice in the construction industry is detailed in the report Managing the Risk of Delayed Completion in the 21st Century [or download the smaller executive summary]. Between December 2007 and January 2008, The Chartered Institute of Building (CIOB) conducted a survey of the construction industry’s knowledge and experience of different methods of project control, and time management, record keeping, monitoring and training. Their findings suggested there was a lot of work needed to achieve general 'best practice', unfortunately observation of general industry suggests the need is still as great today.
Effective Management of Time in the 21st century.
This paper overviews a range of ideas to assist in the
effective management of time including:
- The need for effective planning ahead of scheduling and the different objective of these two processes.
- The concept of ‘schedule density’ and the need to schedule at an appropriate level of detail based on
the contemporary knowledge available to the project team.
- The need for on-going dynamic scheduling to manage time.
- The need to contemporaneously assess the impact of delaying events in real time based on accurate
and current schedules to allow effective mitigation.
- The need for effective training and credentialing of planners and schedulers.
PP: Improving Schedule Management. When used as a dynamic motivational tool, focused on maintaining the momentum of work on a project, the schedule has much to contribute to the overall success of ‘modern project management’ in the 21st century. Project Management grew out of the ideas of Scientific Management, and the catalyst for the emergence of PMI and other associations was the rapid spread of scheduling in the 1960s. However, the emergence of the ‘knowledge worker’ and ‘soft projects’ is challenging the concepts of ‘command and control’ derived from Scientific Management and embedded in traditional scheduling practice. Modern business projects are complex and dynamic; new paradigms are emerging based on complexity theory and social network theory; and these ideas challenge the traditional role of the ‘contract schedule’.
This paper explores these emerging ideas and defines a new role for the project schedule and the project scheduler within the complex, dynamic, collaborative environment that defines many modern projects and programs. The schedule shifts from posing as an ‘accurate prediction of the future’ (if this was ever possible) to a dynamic tool used for communication, coordination and motivation of the project team. The key focuses for effective schedule management in the 21st century and the attributes required of a ‘good schedule’ and an ‘effective scheduler’ are described; defining a new role for the project schedule and the project scheduler within the complex, dynamic, collaborative environment that defines many modern projects. . Download the paper.
Art: Is Planning Predictive or Persuasive? Do project plans predict or create the future? While schedules on occasion may become ‘self-fulfilling prophecies’, is this because the schedule was an accurate predictor of the future, or did using the schedule change behaviors? This article suggests that too much emphasis is placed on developing ‘perfect plans’ that attempt to accurately predict future outcomes (a passive process), and not enough on using the planning and scheduling processes to proactively influence the future direction of project work.
PP: 5-STEPS, Five Steps To Ensure Project Success. The ‘5-STEPS’ methodology is a proven process designed to focus the thinking of the key Stakeholders onto the parameters required to achieve a successful project outcome. The process is a logical sequence of activities (and importantly, agreements) but recognizes iterative passes through some of the key steps may be required to achieve agreement. The five sequential steps are:
PP: Mathematics Matters in Project Management. This paper takes an overall look at the role of effective project planning and scheduling in the delivery of successful projects. It suggests an investment of between 1% and 2% of the project budget in effective project controls, to fund the use of the right combination of skills, software, and process can make a significant difference in delivering the scope of a project on time!
Prs: Time management -v- Contract administration. Delayed completion affects IT, process plant, oil and gas, building, civil engineering, shipbuilding and marine work contracts. In fact it affects all industries in all countries and the bigger the project, the more damage delayed completion causes to costs, to reputation and sometimes, even to the survival of the contracting parties themselves. Without effective time management there can be no effective resource management, cost management or delay management. Unfortunately, despite the obviousness of this proposition, far too many contracts and contract programs seem designed as highly detailed, ridged mechanisms for measuring failure; rather than using the schedule as a tool for proactively managing time to the benefit of all of the parties to a contract.
Although much has been written about how to apportion liability for delay after a project has gone wrong there was, until recently, no guidance on how to manage time pro-actively and effectively on complex projects. This paper seeks to address this imbalance by focusing on the effective management of time in the 21st Century. This paper defines the standards by which project schedules should be prepared, quality controlled, updated, reviewed and revised in practice to effectively manage time. And then describes the standards of performance which should reasonably be required of a project scheduler. It will contrast the static approach to scheduling defined in most contracts with The Guide’s logical step by step procedures to manage time from inception and risk appraisal, through design and construction to testing and commissioning, to show how an effective and dynamic time model can be used to manage the risk of delay to completion of complex projects. And will demonstrate that as a practical treatise on the processes to be followed and standards to be achieved in effective management of time, The Guide is a scheduling reference document capable of wide application. It can be used in any jurisdiction, under any form of contract, with any type of project and should be identified as the required standard for the preparation and updating of contract programmes, progress reporting and time management. Download the presentation.
management vs Project scheduling. This
presentation focuses on the differences between successful
schedulers and successful project managers and how
together they can create successful project outcomes. Key
elements of the paper are:
- The role of the project scheduler – supporting project success
- The key attributes of a successful scheduler (we’re not project managers!)
- The emerging framework for scheduling and project management – standards and certifications
- How to maximize the value contributed by skilled schedulers – they are a scarce resource.
Download the presentation.
Blg: Project Planning. The ‘Introduction to Project Planning’ published by Association for Project Management (UK) is a high level overview of all of the planning processes needed for a successful project outcome including scope, risk, cost, schedule, quality, procurement, resources and earned value.
Time IS NOT Money. “Time is not money; with money you can put it on the table and you can see it, and if you leave it, it may even accumulate - whereas with time, you can’t see it or touch it. It expires at a regular and consistent rate whether you use it or not.” - Read the interview Time is NOT money', a conversation with Keith Pickavance for some background on Keith's assertion the 21st Century will be 'The Age of Time'.
Prs: Project Controls
- The art of predicting project completion. A
good baseline schedule is not enough. This presentation
looks at implementing the USA Government Accountability
Office (GAO) Guide to scheduling good practice.The
Guide includes, and this presentation discusses:
- A set of 10 best practices
- An assessment guide
- The requirement to include risk and uncertainty in the schedule
- The need for proactive ongoing management.
Prs: Avoiding the 'Tipping Point to Failure'. Delivering ‘on the promise’ to meet client and stakeholder expectations requires project organizations that are capable of accomplishing the work! Whist this statement is obvious, most organizations remain blissfully unaware of Gladwell’s tipping point. The tipping point marks the boundary between linear changes and catastrophic change and unfortunately, it is impossible to predict where a tipping point may occur until after it has been reached.
The reason this is an important consideration for all project managers and project organizations is that leading up to the tipping point, increases in project complexity have predictable increases in difficulty and the situation is manageable. Once the tipping point is reached, the situation flips from predictable and manageable to unmanageable within the current context. New paradigms are needed to first stabilize the situation, then recover. But there is no fixed point for the change; the tipping point is influenced by the capability of the performing organization and its people and the degree of complexity of the work they are asked to accomplish.
The degree of complexity associated with the work of the project increases exponentially and is influenced by a combination of its inherent size, technical difficulty, intensity, and the surrounding stakeholder relationships. Each performing organization can manage a level of complexity based on its prior experience, maturity, supporting systems and the capability of the people managing the work. As long as the ‘complexity’ is within the management capability of the organization and the people it deploys, reasonably predictable outcomes can be expected and normal risk management practices are likely to be effective. Change any of these parameters to the point where the overall tipping point is reached and there is a sudden breakdown that causes a significant negative change in the likely project outcomes. Recovery is no longer a simple process of marginally increasing the resources deployed, what’s needed is a massive change in the capability of resources.
- Explores the concept of a ‘complexity quotient’ and identify elements that are controllable by the
organization such as optimizing the amount of information in the project control systems.
- Examines the concept of the tipping point and highlights the role of project 'control' systems in
identifying potential early warning indicators that may be used to see the 'tipping point' approaching.
- Considers how an organization can deal with a project that has ‘tipped’ either as the consequence of
an unforeseeable event, a ‘black swan’, or through an inexorable build up of complexity within the work.
- The concept of organizational resilience is defined.
The tipping point is not fixed for any organization, by developing improved systems and acquiring experience the organization can grow to be capable of managing larger, more complex projects. The challenge is to achieve this growth without running into a tipping point.
PP: Why Critical Path Scheduling (CPM) is Wildly Optimistic. CPM tends towards an optimistic representation of the project’s completion date. Used appropriately, this can be a performance motivator. However, prudent management also requires an accurate prediction of the completion date. The ‘critical path’ methodology developed in an environment of certainty. This paper suggests that when dealing with major projects in the modern age, the projected end date calculated by CPM tends to be widely optimistic. However, through the prism of complexity, in particular CRPR, and/or motivational theory this is not necessarily a bad thing. The factors that drive CPM towards an optimistic initial assessment include psychological biases, single point estimates, and limitations of the CPM modelling process (including a factor previously identified as PERT Merge Bias). As work progresses, these initial biases are compounded by the inability of CPM to adjust future predictions based on performance to date. Some of the solutions developed from EV theory such as ‘Earned Schedule’ provide a partial answer but are also limited. From the perspective of CRPR and motivation theory, having an optimistic schedule can be beneficial. The challenge is fitting an optimistic scheduling process within the constraints of an organizational governance structure that requires an accurate prediction of the likely completion date and traditional contracts that demand a ‘contract schedule’ and include significant sanctions if the CPM schedule predictions prove incorrect. Download the paper.
Blg: The Last Planner and other Old Ideas. The Last Planner® methodology has at its root, the idea that the best people to involve in the planning process are the front line supervisors and team leaders who will actually have to do the work. This is a really great idea!
Art: The Insidious Effect of Technical Debt - The concept of technical debt refers to the costs of having to go back and resolve problems that arise because an earlier decision was made to take an easy option, instead of the best one.
Prs: Who's Cross about Crossrail? The insidious effect of Technical Debt - A review of the £2billion cost blow out and 2 year delay in the London Crossrail project as seen in 2019, caused by a combination of technical debt and poor governance. The final outcome was a delay of 4 years to full opening and a £2billion cost blow out.
PP: Scheduling in a Defence Environment. The primary purpose of any schedule should be to help the project manager and project team optimize the overall strategy for the delivery of the project, coordinate work flows and assist in the decision making processes needed to resolve dilemmas and issues on a day-to-day basis. This paper identifies some of the symptoms of scheduling failure and then addresses three topics; a discussion of the real purpose and usefulness of scheduling. the current ‘state of play’ in the development of scheduling and some emerging trends that may re-focus scheduling. Download the paper.
Access the Guild of Project Controls Body of Knowledge. A suite of process-based documents which define Project Controls (membership required): http://www.planningplanet.com/guild/GPCCAR-modules