Presented by. H. Wynnlee Crisp

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1 Presented by H. Wynnlee Crisp

2 Presented by H. Wynnlee Crisp 3213 W. Main Ste. 218 Rapid City, SD (425)

3 CONTENTS Managing Project Schedules Part 1: Schedule Management Options and Avoiding Pitfalls Part 2: Managing the Critical Path Part 3: Managing Milestones, Deliverables, and the Team Part 4: Improving Manageability and Getting Back on Track Exercises Other Professional Trainings About the Instructor Evaluation Copyright 2001 & 2005 by W. Crisp Reproduction in whole or in part without the written consent of W. Crisp is prohibited.

4 Managing Project Schedules Presented by H. Wynnlee Crisp A project is a problem scheduled for a solution. -- Joseph M. Juran 12:30p Part 1: Schedule Management Options and Avoiding Schedule Pitfalls 2:15p Part 2: Managing the Critical Path and Using Weighted Average Durations 4:00p Part 3: Managing Deliverables, and the Team 8:15a Part 4: Improving Schedule Manageability and Getting Back on Track Objectives Learning Outcomes Enhance Project Team success Provide a working knowledge of the key tools of project management Describe practical methods for developing and controlling the schedule of projects How to Stay on Schedule Focus on outputs (deliverables) Use Earned Value Management Identify manageable milestones Welcome Focus on Deliverables Instructor Wynnlee Crisp, MBA Project Manager Instructor, Univ. of Washington et al Student of schedule management A Deliverable is: An outcome of work performed A specific, tangible item that contributes to achieving the project objective. (c) W. Crisp 2001 & 2005 Wynnlee Crisp 425/ hwcrisp@aol.com 1

Deliverables Use of Deliverables as Milestones Described in the Scope of Work Identified in the WBS Identified in the Schedule Managed by using: A deliverable tracking spreadsheet The project

5 Deliverables Use of Deliverables as Milestones Described in the Scope of Work Identified in the WBS Identified in the Schedule Managed by using: A deliverable tracking spreadsheet The project schedule The Scope of Work The end of a project phase may culminate in a deliverable (a project task almost always produces a deliverable). Examples of major project phase completion milestones: Data collection, analysis, problem solution percent complete Programming, concept development, schematics PS&E, Design, Construction Project completion Examples of Deliverables Measure Output (Deliverables) Report Preliminary design Conceptual design Plan Progress report Expenditure of X hours of effort (sometimes) Monitor output per unit time (efficiency) Determine if interim products are delivered on schedule Make it apparent to team members that you are monitoring deliverables Compare % complete to % time elapsed & Measure Output (Deliverables) Earned Value Use Earned Value to simultaneously measure: Current schedule conformance Current budget compliance $ Earned Value Work actually produced Planned Value Efficiency How long it will take to finish the work Work planned to be produced Time (c) W. Crisp 2001 & 2005 Wynnlee Crisp 425/ hwcrisp@aol.com 2

Calculating Earned Value Multiply the task budget by the percentage of the task that is complete: Budget X % Complete = Earned Value $1,000 X 50% $500 Schedule Performance Compare the value of work

6 Calculating Earned Value Multiply the task budget by the percentage of the task that is complete: Budget X % Complete = Earned Value $1,000 X 50% $500 Schedule Performance Compare the value of work completed (BCWP) to the amount of work that was scheduled to be performed (BCWS): $ Amount Schedule Earned of Work Performance Value Scheduled = Index $500 $ Schedule Performance Index Schedule Variance Schedule Performance Index (SPI) > 1 is good Schedule Performance Index (SPI) < 1 is bad Indicates that less work was produced than originally scheduled We are behind schedule For example: SPI of.75 means that we have completed only 75% of the work that we had scheduled (we are 25% behind schedule) Indicates how much more or less work we produced than we had scheduled to produce (in $) Computed by Earned Value Value of work scheduled = SV EXAMPLE $7,000 Earned Value - $10,000 Scheduled work - $3,000 SV Time Estimate at Completion Exercise 3 Task A was scheduled for 12 weeks. It is 2 weeks behind schedule. How long will it take to complete Task A? If SPI =.75, we are only completing 75% of the work per unit time Planned duration SPI = new duration 12 wk = 18 wk.75 MILESTONES AND PERCENT COMPLETE 20 minutes (c) W. Crisp 2001 & 2005 Wynnlee Crisp 425/ hwcrisp@aol.com 3

Stay on Task Keep the Project Objective in focus Be alert to Scope Creep Assure conformance with the Scope Monitor tasks of high Scope-expansion risk Use subtle reminders of the Project Objective

) Stakeholders think they have the right to be in control (scope and schedule) Approving authorities use legal extortion The Owner discovers more needs over time Someone thinks of a new way cool

Manage expectations Plan on it (contingency) Adopt it (and change schedule) The Power of Schedules The Power of Schedules (Cont d) XV Winter Olympics, Calgary 2,000 athletes 600 staff; 10,000

at the right place at the right time (600 busses) AP Photo David J.

7 Stay on Task Keep the Project Objective in focus Be alert to Scope Creep Assure conformance with the Scope Monitor tasks of high Scope-expansion risk Use subtle reminders of the Project Objective Owner Stakeholders Stay on Task (Easier Said Than Done!) Stakeholders think they have the right to be in control (scope and schedule) Approving authorities use legal extortion The Owner discovers more needs over time Someone thinks of a new way cool feature SOLUTIONS Communicate, communicate, etc. Objective Schedule Budget limit Just say NO. Manage expectations Plan on it (contingency) Adopt it (and change schedule) The Power of Schedules The Power of Schedules (Cont d) XV Winter Olympics, Calgary 2,000 athletes 600 staff; 10,000 volunteers WBS = 50 projects; 30,000 tasks 16-day schedule; used 15-minute increments Objective: Have 2,500 competitors, officials, royalty, etc. at the right place at the right time (600 busses) AP Photo David J. Phillip & XV Winter Olympics, Calgary Reality: Chinook winds forced rescheduling of 20 events; some twice Process: Multi CP scheduling and contingency planning Result: Acknowledged as the best Olympics yet; completed under budget SUMMARY Coming Next Stay on Schedule by Measuring & managing output Keeping SPI ~1 Managing to milestones Complying with the Scope Resisting external (non-owner) forces 12:30p Part 1: Schedule Management Options and Avoiding Schedule Pitfalls 2:15p Part 2: Managing the Critical Path and Using Weighted Average Durations 4:00p Part 3: Managing Milestones, Deliverables, and the Team 8:15a Part 4: Improving Schedule Manageability and Getting Back on Track (c) W. Crisp 2001 & 2005 Wynnlee Crisp 425/ hwcrisp@aol.com 4

Complete Evaluation Now if this is your last session At the end, if you are coming to later sessions My opportunity for improvement Your comments are

8 Complete Evaluation Now if this is your last session At the end, if you are coming to later sessions My opportunity for improvement Your comments are important; please be as clear and explicit as possible THANK YOU EVALUATION THANK YOU! Wynnlee Crisp (c) W. Crisp 2001 & 2005 Wynnlee Crisp 425/

9 Exercise 1 Organizing Task Starts and Finishes Most scheduling software and inexperienced Project Managers set tasks or activities to start and finish As Soon As Possible. This makes every task finish at the earliest point in time. The Project Manager may have good reasons for not wanting to organize every task in a schedule this way. In this exercise you will explore why float, lead time, and lag time are managed rather than left to common or default values. COMPLETE IN 10 MINUTES Working as a team: 1. Identify at least two reasons for starting (and finishing) an activity as late as you possibly can without delaying the overall project, instead of as early as possible. a. b. 2. Identify at least two reasons why a task might be scheduled with float both prior to its start and after its completion. a. b. 3. Give at least two examples of activities that require addition of lead time to their durations. a. b. 4. Give at least two examples of activities that require addition of lag time to their durations. a. b. 5. If an activity has 3 days of float after its scheduled completion, how many days could its finish be delayed before it would delay the start of a successor activity? days 6. Consider a sequence of four tasks that are predecessors to a Critical Task (which affects when the whole project will be completed). If the sequence has six days of float in it, how much delay can occur in this sequence before it makes the whole project late? days (c) W. Crisp 2001 & 2005 Wynnlee Crisp 425/ hwcrisp@aol.com 6

10 Exercise 2 Focus on the Critical Path In this exercise, you will examine a schedule s Critical Path to better control it. COMPLETE IN 15 MINUTES Working as a team: 1. Find the Critical Path. Look at the schedule on the following page and identify the sequence of tasks that control the overall completion date of the project (i.e., the Critical Path). 2. Find the Next Critical Path. Several tasks do not control the overall completion date of the project. They could be started later and/or finish later, without changing the project end date. However, if they get delayed too long, there will be no float left in their scheduling and they become the next Critical Path. a. How many days could this sequence of tasks be delayed before it becomes the Critical Path? days b. What project management implications does this have? (c) W. Crisp 2001 & 2005 Wynnlee Crisp 425/ hwcrisp@aol.com 7

11 Work ID Task Name Duration Days Start Finish 1 A-Property Acquisition Plan 24 days Thu 4/12/01 Tue 5/15/01 2 B-Geotechnical Investigation 10 days Thu 4/12/01 Wed 4/25/01 3 C-Initial Acq. Plan Review 3 days Wed 5/16/01 Fri 5/18/01 4 D-Revise Prop. Acq. Plan 1 day Mon 5/21/01 Mon 5/21/01 5 E-Final Acq. Plan Review 6 days Tue 5/22/01 Tue 5/29/01 6 F-Utility Relocation Design 15 days Tue 5/22/01 Mon 6/11/01 7 G-Hydraulic Design 15 days Tue 5/22/01 Mon 6/11/01 8 H-Wetland Mitigation Design 15 days Tue 5/22/01 Mon 6/11/01 9 I-Right-of-Way Plan 15 days Thu 4/12/01 Wed 5/2/01 10 J-Access Plan 5 days Wed 5/9/01 Tue 5/15/01 11 K-Ow ner Review 1 day Wed 5/16/01 Wed 5/16/01 12 L-90% Design Prep. 19 days Tue 5/22/01 Fri 6/15/01 13 M-QC Review 1 day Mon 6/18/01 Mon 6/18/01 14 N-100% Plans, Specs, Est 1 day Tue 6/19/01 Tue 6/19/01 15 O-Verification 1 day Wed 6/20/01 Wed 6/20/01 16 P-Project Delivery 13 days Thu 6/21/01 Mon 7/9/01 Apr 15, '01 Apr 29, '01 May 13, '01 May 27, '01 Jun 10, '01 Jun 24, '01 Ju Nicky Pat Shell Wilm a Advisory Com. Owner Nicky Advisory Com. Laura Frank Wilm a Lin PM Lin PM (c) W. Crisp 2001 & 2005 Wynnlee Crisp 425/ hwcrisp@aol.com 8

12 Exercise 3 Milestones and Percent Complete We often talk of 50% complete, or 30/60/90 completion points, or a 30% deliverable. Just what does this mean? Where do these occur in the schedule and how do we manage the project to accomplish them? In this exercise, you will make this determination and place corresponding Milestones on the schedule. COMPLETE IN 20 MINUTES (Refer to the schedule in the previous exercise.) 1. 30/60/90 Complete. Below is the planned project expenditure over time. It is shown as a cumulative total at ten points through the core work, and a single total at the end of the project which accounts for Contingency. When computing percent complete from an expenditure plan, ignore Contingency (since we hope not to spend it at all, and if we do spend it, we re fairly certain that it won t all be spent in the final days of the project). So, for planning purposes, the core work is half done (i.e., 50% complete) when $4,457 of labor has been applied ($8,915 X 50% = $4,457). This cumulative expenditure is planned to occur by 5/13. So, by that date, we intend for the project to be 50% complete. 4/18 4/24 5/2 5/10 5/13 5/23 $891 $1,783 $2,675 $3,566 $4,457 $5,349 5/28 6/2 6/7 6/26 7/16 $6,240 $7,132 $8,023 $8,915 $12,500 From the planned expenditure over time, determine the date by which we intend the project to be: a. 30% complete (i.e., 30% of the planned labor has been expended): b. 50% complete (i.e., 50% of the planned labor has been expended): 5/13. c. 60% complete (i.e., 60% of the planned labor has been expended): d. 90% complete (i.e., 90% of the planned labor has been expended): Now, look at the schedule. Which completed task approximately represents the e. 30% complete point? Task f. 50% complete point? Task 10 (J - Access Plan). g. 60% complete point? Task h. 90% complete point? Task g. Draw milestones ( ) on the schedule that represent the 30%, 60%, and 90% completion points /60/90 Elapsed Time. By the time a project is 30% complete, more or less than 30% of the schedule may have elapsed. Since we hope not to use the Contingency that is in the schedule (included in a dummy Task P- Project Delivery) we will manage the core work to end on the pre-contingency date (6/27; 77 calendar days from 4/12 start). So, for management purposes, we are more interested in when 30% of the core-work-time has elapsed, than when 30% of the total time has elapsed. Enter the 30%, 60% and 90% core-work elapsed time dates, below, and compare them to the 30%, 60% and 90% complete dates (milestones). [Note: The schedule lists durations in Work Days. A day starts at 8am and ends at 5pm. So, a start on 4/12 with an end on 4/13 is two calendar days. April has 30 days; May 31; June 30.] 30% 50% 60% 90% Elapsed Time (date) 38 days; 5/20 Completion Date (from 1 a-d) 5/13 (c) W. Crisp 2001 & 2005 Wynnlee Crisp 425/ hwcrisp@aol.com 9

13 Exercise 4 Improving Schedule Manageability In this exercise, you will examine a schedule to determine how easily it can be managed. You will identify pitfalls and, in some cases, alter the schedule to make it more controllable. COMPLETE IN 15 MINUTES Working as a team, examine the schedule and answer the following questions. 1. Deadlines for Others. It will take the Owner about 6 hours to review the output of Task J. Consequently, Task K Owner Review is scheduled for 1 day. What else needs to be considered, in addition to labor hours required to perform the task, when setting this duration? 2. Optimism. Pat is a very busy person but, above all, wants to please. Pat virtually always says a task can be completed in about 20% less time than it actually takes; not wanting to admit legitimate inefficiency (interruptions, intermittent periods on other projects, etc.). Pat will perform Task B and estimated its duration at 10 working days. (1) Knowing Pat s history, what do you think the duration of this task should be? (2) You are using this schedule to manage the team and you share it with them. How would you change Pat s task, if at all? 3. Tasks out of Your Control. Tasks C and E are reviews performed by people external to your team, over whom you have no control. Here are the characteristics of the task estimates: Duration Initial Review, Task C (Working Days) Final Review, Task E (Working Days) Minimum 5 5 Most Likely 10 6 Maximum Weighted Ave Duration 11 7 Scheduled Duration 3 6 (a) What is a more realistic duration for Task C than the 3 days used in the schedule? days (b) If Task C is rescheduled for 10 days and Task E is left at 6 days, how many working days of Contingency would be needed to accommodate the risk and variability of both tasks (reflected in the Weighted Average)? days (c) W. Crisp 2001 & 2005 Wynnlee Crisp 425/ hwcrisp@aol.com 10

Professional Trainings for Project Teams Introduction to Project Management Managing Scope, Schedule and Budget Project Leadership Leadership Skills Team Skills, Techniques and Tools Negotiation

Managing Construction Contractors Construction Partnering Critical Path Scheduling Managing Project Risk Managing NEPA in the Project Building Evaluation and Due Diligence Implementing a Project

14 Professional Trainings for Project Teams Introduction to Project Management Managing Scope, Schedule and Budget Project Leadership Leadership Skills Team Skills, Techniques and Tools Negotiation Skills Communication Skills Project Estimating and Budgeting Measuring Project Performance and Earned Value Management Administering Contracts Managing Construction Contracts Managing Consultants Managing Construction Contractors Construction Partnering Critical Path Scheduling Managing Project Risk Managing NEPA in the Project Building Evaluation and Due Diligence Implementing a Project Delivery System These trainings are offered to project professionals in your own facilities by Wynnlee Crisp 35 years of project management hwcrisp@aol.com (425) (c) W. Crisp 2001 & 2005 Wynnlee Crisp 425/ hwcrisp@aol.com 11

About the Instructor H. Wynnlee Crisp hwcrisp@aol.com hwcrisp@u.washington.edu (425) 681-7887 Mr.

15 About the Instructor H. Wynnlee Crisp (425) Mr. Crisp has more than 35 years experience in managing capital development, business process improvement, and environmental projects for public and private organizations around the world. He brings this practical knowledge to the project delivery trainings that he has developed and conducted for the past eleven years. His skills include project planning, organizing and directing multidisciplinary teams, and controlling cost and schedules. He has successfully managed project planning, conceptual design, route selections, permitting and environmental analyses for Intel, NASA, Strategic Defense Initiative (Star Wars), Roadway Express, FHWA, state departments of transportation, and city and county public works departments. His strengths earned him commendation from Oregon s Governor, designation by Intel as Preferred Environmental Supplier, appointment to USA TODAY s Entrepreneur Panel and invitations to speak at public works professional meetings, private corporation annual meetings, the National Academy of Sciences Transportation Research Board, and western universities. He was recently a peer reviewer of the Project Management Institute s Earned Value practice standard. As a practicing project manager, he is currently consulting on two public projects: optimization of road maintenance to lower costs; and implementation of a Project Management System. He previously helped develop a consulting firm s Project Delivery System that was acknowledged as among The PMI Power 50 worldwide. Mr. Crisp is a member of PMI holds an MBA in General Management, an M.S. in Resource Management, and a B.S. in Education. He has developed and conducts five project management trainings for the University of Washington Engineering Professional Programs Office. All are for practicing professionals and include Managing Scope, Schedule and Budget; Project Leadership; Managing Consultants; Measuring Project Performance and Managing Project Delivery. These courses have also been conducted for city Engineering Departments, county Public Works Departments, city water and transportation departments, League of Oregon Cities, Oregon DOT, Washington State DOT, and others. (c) W. Crisp 2001 & 2005 Wynnlee Crisp 425/ hwcrisp@aol.com 12

16 PARTICIPANT PROFILE 1. Your Name (print): Organization: Position: Phone: 2. Please check one: I manage projects in some stage of project delivery (i.e., planning, design, programming, construction) and have (fill in) years of experience in managing projects and project teams. I don t manage projects. I perform activities similar to project management (e.g., task management, project team member). 3. I have attended (number) previous project management trainings. 4. Continuing education is required to keep my professional license or professional status. Yes No 5. I could use training in these other areas: 6. The biggest needs for training in my organization are in these areas: 7. Who should be contacted in your organization regarding ways to fill the needs that you identified in questions 6 and 7? Name: Position: Phone: 8. Would you like to be notified when the next 1-day class on Using Microsoft Project in Design and Construction is scheduled? Yes No 9. Would you like to be notified when the next 3-day class on Managing Scope, Schedule, and Budget is scheduled? Yes No (c) W. Crisp 2001 & 2005 Wynnlee Crisp 425/ hwcrisp@aol.com 13

17 COURSE EVALUATION CIRCLE THE NUMBER ON THE RIGHT THAT BEST EXPRESSES YOUR OPINION A rating of 1 is Very Low A rating of 5-6 is Average A rating of 10 is Very High 1. The course met my expectations NA 2. The course is relevant to my job NA 3. The amount of material that was new to me was NA 4. The likelihood that I will use what was taught is NA 5. The level of difficulty of this course is NA 6. The pace of the presentation was NA 7. The Instructor s level of knowledge is NA 8. The Instructor s ability to communicate is NA 9. The Instructor s responsiveness to participants is NA 10. My overall rating of this Instructor is NA 11. My rating of the quality of the written materials is NA 12. My rating of the appropriateness of the videos is NA 13. My rating of the suitability of the room and facilities is NA 14. My rating of the lunch and refreshments is NA 15. I would recommend this course only to others (circle all that apply): a. Who have less experience than I do NA b. Who have about my same level of experience NA c. Who have more experience than I do NA 16. My overall evaluation of this course is NA 17. The most beneficial aspect of this course was 18. The least beneficial aspect of this course was 19. Your overall assessment of this course (or other comments) 20. Which sessions did you attend (mark all that apply)? Part 1, Part 2, Part 3, Part 4 Thank you for participating in this workshop! (c) W. Crisp 2001 & 2005 Wynnlee Crisp 425/ hwcrisp@aol.com 14

Senior Design Documentation Library

Senior Design Documentation Library Project Charter Department of Computer Science and Engineering The University of Texas at Arlington Taekwondo Match Management System TK Force Team Members: Richard Sherrill Robert Castillo David Odhiambo